An Empirical Study on the Sustainability for the Technology Management : Focused on the Korea Electronics Manufacturing Industry

In today’s world, corporate sustainability has become a crucial aspect of doing business. Manufacturing industries are giving more emphasis on technology management (TM) and corporate sustainability performance (CSP) due to the growing need for recognition to operate in environmentally and socially responsible ways and remain economically viable. By focusing on TM and CSP, companies can reduce environmental impacts, and improve social performance, while enhancing long-term financial stability. In the modern era, the advantages of technology and Total Quality Management (TQM) practices are well-known, but their role in CSP is not clearly explored. This study aims to assess the impact of TM and TQM on CSP with respect to the Iron and Steel industry in India. A multistage sampling technique was adopted, and data was collected from 514 respondents for this study. Structural equation modelling technique was used to determine the interrelations among TM, TQM and CSP. The study finds that TQM and TM substantially impact CSP and each dimension of CSP (environmental, social and economic). Furthermore, path analysis was performed considering TQM as a moderator. The result reveals that TQM considerably moderates the link between TM and CSP in the Iron and Steel industry. Finally, the study offers practical implications for the executives who are mainly accountable for implementing sustainability with regard to TQM and TM.

This paper addresses the effect of internal business culture on the local applicability, in fact the success or failure, of various technology management strategies. As an extension of our benchmarking studies of high technology companies, we trace the evolution of the internal culture and personality of Hughes Aircraft Company, paying particular attention to those factors affecting the management of technology. This leads to a clear description of the distinctive characteristics of the company today, as a basis for understanding the viability of various technology management tools and strategies.

TELCO has become the largest commercial motor vehicle manufacturer in India using a long-term competitive and technology management strategy. The paper analyses the competitive strategy of TELCO in terms of productivity improvement, distribution network, manufacturing automation, strategic alliances and human resource development. The major focus of technology management at TELCO has been intensive R&D, concurrent engineering, standardisation, and integration of manufacturing and design. The technology management involves intensive knowledge engineering, organisational learning and intensive R&D. TELCO has aligned its business strategy in such a way that it has been able to leverage its technological capability for realising its vision, which, together with continuity of leadership, has facilitated the implementation of its strategic programme.

13 - Technology management and innovation strategies in the development of smart textiles

PurposeThe purpose of this paper is to understand how market uncertainty affects sustainability management for long-term survival and growth.Design/methodology/approachStructural equation modeling is applied to evaluate the research model using data from a survey of 210 firms in China.FindingsEmpirical findings show that market uncertainty encourages entrepreneurship, which is an impetus for sustainability management. Economic and environmental responsibility positively affects balanced scorecard, but social responsibility does not.Research limitations/implicationsThe study results show that economic and environmental responsibility is essential for success, but social responsibility appears to lack effect. Therefore, future research might further explore why social responsibility fails to enhance corporate performance.Practical implicationsWhen firms consider sustainability management for long-term survival and growth, they should not only strive to grow regional economic benefits but also adhere to environmental regulations and protect the local ecosystem.Originality/valueThis study observes how market uncertainty, entrepreneurship and corporate sustainability (economic, environmental and social responsibility) affect the overall performance of firms in China.

Technology and innovation are two important elements in improving efficiency and productivity, and competitiveness in organizations. Therefore, what differentiate successful organizations from others is in their management of technology and innovation. This objective of this paper is to investigate project will focus on the strategic management of technology and innovation in established Lebanese firms and in different economic sectors. Information was collected through a survey questionnaire. Forty Lebanese companies operating in the financial sector, manufacturing sector, information and communication technology (ICT) sector, food sector and software technology sector were surveyed. The data collected was analyzed in order to identify the different technology management strategies across each sector and in the country as a whole. The results reflect on the level of appreciation and importance of technology management and innovation in Lebanese firms. The paper concludes with recommendations on steps that needs to be carried out by the different sectors, including government, private, and education (Technology Triangle), to improve the management of technology and innovation in Lebanon

This study, titled “Technology Management Strategies in Land Use Development and Infrastructure Planning (LUDIP) for Achieving Sustainable Urban Growth at CTU–Pinamungajan Campus,” aimed to examine how technology management contributes to sustainable and efficient campus development. Specifically, it sought to identify the current practices and challenges in land use and infrastructure planning, determines the extent of technology integration, assess the effectiveness of technology-driven strategies, and propose a framework for sustainable development through innovation and digitalization. A descriptive-evaluative research design was employed, involving selected administrators, faculty, engineering personnel, and students as respondents. Data were gathered through validated questionnaires and analyzed using frequency distribution, weighted mean, standard deviation, and inferential statistics such as t-tests and ANOVA. The study's findings demonstrated a moderate to high application of technology management in planning, design, and implementation processes, resulting in enhanced efficiency, sustainability, and resource utilization. However, stakeholders identified challenges such as limited infrastructure data systems, insufficient coordination, and varying levels of digital literacy. Significant differences were observed among respondent groups regarding perceptions of technology’s impact, which points to the need for a unified and inclusive approach. The study concludes that effective technology management enhances institutional planning capacity, supports evidence-based decision-making, and fosters long-term sustainability. A proposed technology-based framework integrating innovation, data management, and strategic planning was developed to guide future infrastructure initiatives. It is recommended that CTU–Pinamungajan institutionalize technology management policies, strengthen digital competencies, and invest in smart and sustainable infrastructure systems to achieve inclusive and resilient urban growth.

Aims and criteria for advancing technology management research at the <scp>Journal of Operations Management</scp>

Technology is an important enabler of competitiveness. The strategic management of technology can help organisations sustain their competitiveness. Despite such a vital linkage, only a few organisations in India seem to have been able to implement the technology strategies with remarkable success. An attempt has been made in our research to quantify this vital link between technology management and competitiveness. Criteria were identified and grouped to quantify technology management maturity and competitiveness for a select set of organisations in high-tech industries. The findings of the preliminary research are presented in this paper. The technology management performance was audited using a standard tool. Competitiveness is quantified on four important parameters covering productivity, growth, returns and market capitalisation. The results are quite predictable at times, but surprising in some firms. More research is needed to understand the best practices and diffuse them for sustainable development.

The catch-up of latecomer firms has been a topic of interest because it is closely related to the changes in industry leadership. The reason why some countries are more successful in catch-up is because of their increasing mastery of technology management (TM). Therefore, to ensure successful catch-up, it is imperative for latecomer firms to understand the TM practices and TM modes across national boundaries. This paper aims to reveal the differences in TM practices and TM modes between latecomer firms and forerunner firms. This paper collected data from Chinese firms and Korean firms as latecomers and forerunners, respectively, to examine the differences in TM practices and TM modes. The results show that latecomer firms place more emphasis on grasping the condition of firms’ equipment, understanding technology talents required by business, and completing files on technology information. While forerunner firms stress learning from other competitors, effective training, and constructing detailed technology information management system most. Furthermore, the relationship between TM and product innovation performance is more integrated for forerunner firms compared to latecomer firms. A key contribution of this paper is to reveal the differences in TM practices and TM modes between latecomer firms and forerunner firms, which enriches the catch-up literature from an international comparative perspective. As such, this paper is of great importance in broadening the understanding of how latecomer firms transform into global leaders.

In this article, we cumulate previous research findings indicating that organizations advance to superior phases of environmental management development in order to attain corporate sustainability by the use of participative decision-making. We contribute to the literature on corporate sustainability management and performance by showing that the correlation between sustainable development governance, organizational knowledge, sustainable organizational development, and corporate sustainability, which shapes corporate environmental and sustainability management. Throughout June 2020, we conducted a quantitative literature review of ProQuest, Scopus, and the Web of Science databases, with search terms including “corporate sustainability”, “corporate sustainability management”, “corporate sustainability performance”, “sustainability reporting”, “sustainable supply chain management”, “sustainable corporate development”, and “environmental management systems”. As we inspected research published exclusively in the past two years, only 338 articles met the eligibility criteria. By eliminating the findings that were questionable, unsubstantiated by replication, or too general, and due to space limitations, we selected 93, mainly empirical, sources. Future research should investigate whether corporate governance systems, through organizational sustainability practices and performance reporting, can shape operational environmental sustainability and sustainable organizational culture.

Contextual factors intervening in the manufacturing strategy and technology management-performance relationship

Technology and innovation are two important elements in improving efficiency, productivity and competitiveness in organisations. Therefore, what differentiates successful organisations from others is their management of technology and innovation. The objective of this paper is to investigate how Lebanese firms in different economic sectors manage technology and innovation. Information was collected through a survey questionnaire. Forty Lebanese companies operating in the financial, manufacturing, Information and Communication Technology (ICT), food and software technology sectors were surveyed. The collected data were analysed in order to identify the different technology management strategies across each sector and in the country as a whole. The results reflect on the level of appreciation and importance of technology management and innovation in Lebanese firms. The paper concludes with recommendations on the steps that need to be carried out by the different sectors, including the government, private and education sectors (Technology Triangle), to improve the management of technology and innovation in Lebanon.

This paper examines the complementary of total quality management (TQM) practices on technology management strategy and its impact on quality and innovation performance. Survey questionnaires were administered to automotive parts/components manufacturers in five Associations of Southeast Asian Nations (ASEAN) countries including Thailand, Malaysia, Philippines, Indonesia and Vietnam. The proposed conceptual model was empirically tested using 115 data at plant level. The results of structural equation modeling (SEM) analysis indicate that customer focus had a positive effect on technology management strategy leading to enhance product quality, product innovation and process innovation respectively. Our findings suggest that the operational excellence facilitators especially in the automotive industry should recognize and develop the major role of customer focus to improve their technology management and innovation. This paper also concludes by drawing new avenues for future research.

As industries transition toward Industry 5.0, the intersection of sustainability and technology management has become a critical strategic priority. This chapter explores how Green Human Resource Management (GHRM) serves as a key enabler of sustainable technology management within China context. Given China's rapid industrialization, can economic growth and environmental responsibility truly coexist? This chapter critically assesses the tensions between technological advancement and ecological sustainability, evaluating whether China's GHRM is ambitious enough to drive meaningful change. Through a systematic review, this study highlights how Chinese enterprises integrate GHRM to enhance sustainability performance while aligning with Industry 5.0 principles. The findings offer practical recommendations for policymakers, business leaders, and HR professionals seeking to embed sustainability into technology-driven organizational strategies.