Documente Academic
Documente Profesional
Documente Cultură
Technology
and Innovation
Chapter Seventeen
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Learning Objectives
LO 1 List the types of processes that spur
development of new technologies.
LO 2 Describe how technologies proceed
through a life cycle.
LO 3 Discuss ways to manage technology for
competitive advantage.
LO 4 Summarize how to assess technology
needs.
17-2
Learning Objectives (cont.)
17-3
Technology and Innovation
Technology
The systematic
application of
scientific knowledge
to a new product,
process, or service.
17-4
Question
17-5
Technology and Innovation
Innovation
change in method or technology
positive, useful departure from previous ways of
doing things.
17-6
Forces Driving
Technological Development
1. Must be a need, or demand, for the technology
2. Meeting the need must be theoretically
possible, and the knowledge to do so must be
available from basic science
3. Must be able to convert the scientific knowledge
into practice in both engineering and economic
terms
17-7
Forces Driving
Technological Development
4. The funding, skilled labor, time, space, and
other resources needed to develop the
technology must be available
5. Entrepreneurial initiative is needed to
identify and pull all the necessary elements
together.
17-8
Technology Life Cycle
17-9
The Technology Life Cycle
Figure 17.1
17-10
Technology Dissemination Pattern and
Adopter Categories
Figure 17.2
17-11
In-class discussion – How do you think
about yourself of buying a new smart
phone? Note 4, iPhone6
Innovators
Early
Laggards
Adopters
Late Early
Majority Majority
17-13
Diffusion of Technological Innovations
17-15
Technology “Follower”-ship
17-16
Dynamic Forces of a Technology’s
Competitive Impact
Figure 17.3
Pendrive, DVD
products that are
produced after
creation of
computer
17-17
Question
What is the process of clarifying the key
technologies on which an organization
depends?
A. Managerial audit
B. Benchmarking
C. External audit
D. Technology audit
17-18
Assessing Technology Needs
Technology audit
Process of clarifying
the key technologies
on which an
organization depends
17-19
Measuring Current Technologies
Emerging technologies Pacing technologies
are still under have yet to prove their
development and thus are full value but have the
unproved – Google’s fully potential to alter the
automatic car
rules of competition by
providing significant
advantage
Eg. Flexible display
paper
17-20
Measuring Current Technologies
Key technologies have Base technologies are
proved effective, but those that are
they also provide a commonplace in the
strategic advantage but industry; everyone
not everyone uses must have them to be
them able to operate
E.g. GSC App E.g. LCD projectors for
universities/college. E-
Commerce websites
for Airlines
17-21
Question
What is the process of comparing the
organization’s practices and technologies with
those of other companies?
A. Benchmarking
B. Quality control
C. Scanning
D. Environmental scanning
17-22
Assessing External
Technological Trends
Benchmarking
the process of comparing the organization’s
practices and technologies with those of other
companies –focus on key technologies
17-23
Assessing External
Technological Trends
Scanning
focuses on what can be done and what is being
developed –focus on pacing or even emerging
places greater emphasis on identifying and
monitoring the sources of new technologies for
an industry
17-24
Key Factors to Consider in
Technology Decisions
Anticipated market receptiveness
Technology feasibility
Economic viability
Organizational suitability
17-25
Framing Decisions about
Technological Innovation
Table 17.2
17-26
Class Activity
17-28
Sourcing and Acquiring
New Technologies
Internal development Technology trading –
Purchase – checking trades in
e.g.computers other industry
Contracted Research
development partnerships and
Licensing – e.g. joint ventures
Software License Acquisition of the
owner of the
technology
17-29
Sourcing and Acquiring
New Technologies
Managers should ask the following basic questions:
1. Is it important (and possible) in terms of
competitive advantage that the technology
remain proprietary?
2. Are the time, skills, and resources for internal
development available?
3. Is the technology readily available outside the
company?
17-30
Technology Acquisition Options
Figure 17.4
17-31
Question
17-32
Technology and Managerial Roles
17-33
Technology and Managerial Roles
Technical innovator
A person who develops a new technology or has
the key skills to install and operate the
technology
Product champion – leadership in
technology – Apple and Samsung
A person who promotes a new technology
throughout the organization in an effort to
obtain acceptance of and support for it.
17-34
Technology and Managerial Roles
Executive champion
An executive who
supports a new
technology and
protects the product
champion of the
innovation.
17-35
Requirements for Innovation
Figure 17.5
Equal
17-36
Organizing for Innovation
17-37
3M’s Rules for an
Innovative Culture
Table 17.3
17-38
Organizing for Innovation
Development project
A focused organizational effort to create a new
product or process via technological advances
17-39
Organizing for Innovation
Sociotechnical systems
An approach to job design that attempts to
redesign tasks to optimize operation of a new
technology while preserving employees’
interpersonal relationships and other human
aspects of the work
E.g. GotoMeeting software
17-40
Compensation Practices in Traditional
and Advanced Manufacturing Firms
Table 17.4
17-41