Elements of strategic technology management
|Organizations:||University of Oulu, Faculty of Technology, Department of Industrial Engineering and Management
|Online Access:||PDF Full Text (PDF, 1 MB)|
|Persistent link:|| http://urn.fi/urn:isbn:9789514262500
|Publish Date:|| 2010-08-02
|Thesis type:||Doctoral Dissertation
|Defence Note:||Academic dissertation to be presented with the assent of the Faculty of Technology of the University of Oulu for public defence in Tönning-sali (Auditorium L4), Linnanmaa, on 12 August 2010, at 12 noon
Professor Dilek Cetindamar
Professor Saku Mäkinen
In an increasingly complex economic and social environment, high technology companies are facing accelerating technological development and global technology-based competition. Due to the critical role of technology in a competitive environment, strategic technology management is important for enterprises. For the long-term success, companies must develop and sustain their technological capabilities to create internal and external impacts within an ambiguous socio-economic context.
In the absence of commonly agreed frameworks, elements of strategic technology management are discovered in this dissertation. The research is conducted in the context of high technology product companies, to develop a framework based on literature findings, and by obtaining qualitative information on enterprise practices.
For the framework development, integrated management theory is applied to consider technology management in strategic dimension. The framework consists of structures, objectives and impacts categories, each having six main elements which contain several sub-classes.
In the research, perceptions of enterprise practitioners indicated that the entire field of strategic technology management is confusing and diversely practiced. The contribution of this dissertation is benefiting practitioners by providing an outline to assist in defining and developing the practices. For the main theoretical contribution, the framework unites strategic management, organizational management, and technology management concepts in enterprise context.
As a practical implication, it is suggested that companies should consider establishing and integrating strategic technology management as a distinguishing managerial discipline amongst other organizational functions. Enterprises should consider defining and developing the necessary structures and objectives for strategic technology management, to proactively manage impacts of technology for competitiveness of the enterprise, and for sustainable development of its socio-economic environment.
In conclusion, the framework provides for scholars and practitioners a logical structure to elements of strategic technology management.
Acta Universitatis Ouluensis. C, Technica
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