Technology Management Issues Research Articles

Technology management and international cooperation: several success stories

Innovation processes represent a decisive factor for success in the severe competition of today. The cooperation with Central and Eastern Europe Countries gives significant opportunities and presents many challenges. This paper presents three case studies: (a) a series of EU-PECO projects on the use of Information Technology in renewable energy resources, (b) the cooperation in R&D between an EU-based innovative group and Romanian organizations, and (c) how the transition of a Romanian public R&D institution is influenced by its participation in European joint research projects. Each of the three cases has its own story told and comments made on it, which are quite explanatory to technology management issues and models.

Organization and Technology Management issues of joint European projects in a factory and in a research institute

The paper summarizes three EC projects in which Hungarian companies were involved. In the frame of the EC-Program, COPERNICUS, a CAD-Based Programming System for arc welding robots has been developed by a consortium with German and Hungarian participants. The basic goal of the system is to assist robotized arc welding in Small and Medium Size Enterprises (SMEs) mostly for small and medium lot sizes. PROARC which will be introduced in more detail is implemented in AutoCAD, and the system was integrated into an open CIM environment. Knorr-Bremse is running two EC-supported PHARE projects. One of them takes into account the ISO 9001/2 standard for measurement and calibration to increase the market shares. The other project is a strategic software development to avoid the loss of stability and loss of trace of trucks by using pattern recognition and up-to-date control means to manage braking properly.

New Paradigms in International University/Industry/Government Cooperation

This paper presents an innovative international cooperation project design in advanced manufacturing technologies (AMT) between Southeast University, Nanjing, Jiangsu Province, China and Concordia University, Montreal, Quebec, Canada. The project has been developed for the Special University Linkage Consolidation Programme that was one of the new initiatives included in a letter of intent signed by the Canadian Prime Minister and the Chinese Premier in 1994. The project covers a broad spectrum of engineering and technology management issues which are targeted to be helpful in China's present transition to a market economy. AMT in this paper includes not only the substantial body of knowledge regarding the design, fabrication, and assembly of goods but also management of these technologies with particular emphases on environmental issues and the human dimension (as they relate to manufacturing). The main objective of the project is human resource development and training to address the priorities and needs of a rapidly changing industry in the People's Republic of China by means of university/industry/government collaboration involving both Canadian and Chinese partners. The project aims to advance the knowledge of new manufacturing techniques, management methods, and product advantage with increased attention paid to the environment.

Getting the Most from a Scientific Advisory Board

OVERVIEW: The care and feeding of Scientific Advisory Boards is an activity that is governed by a company's rationale for establishing such an organization. Up-front planning must be done to establish the SAB's charter, role, makeup, and use. Also it is recognized that one must be flexible and will have to make changes to enhance the group's ability to help the company meet its strategic objectives. The effectiveness of the SAB is directly related to the clarity of purpose, interaction with company scientists, sharing strategies and objectives with the members, and challenging them to make contributions. The authors describe Celanese Corporation's positive experience with the establishment and operation of an SAB, along with pitfalls and recommendations. Scientific Advisory Boards (SABs) have been used for many years by small, start-up companies, especially those funded by venture capitalists. The reasons are obvious, since the raison d'etre for many of these companies was the exploitation of a scientific idea and technology. SABs gave the investors a comfort factor by rendering an independent overview and critique of the status, direction and viability of the company's technology. Furthermore, these Boards helped the entrepreneur focus on proving and developing the technology by providing direction, approaches to external resources, constructive criticism and, in some cases, hands-on scientific assistance. Also, a Board composed of prestigious scientists can make the company's stock more attractive to potential partners and shareholders. Another benefit of SABs to small, start-up companies is that all relevant personnel usually have access to the Board's scientific expertise and advice. In recent years, a number of medium and large technology-based corporations have established, or have considered establishing, SABs. While many of the reasons for doing this are similar to those described above, there are other rationales that are specific to larger organizations. Also, the use of SABs in companies that have large and diverse R&D groups and business units poses some interesting management challenges. The additional rationales are: *Ego gratification for the CEO, by having world-renowned scientists available to, and involved with, his corporation. *Advise the CEO, board of directors and stockholders on the strength and health of the company's science and technology base. *Help the CEO crystallize his vision far his corporation's R&D organization. *Assist the chief technical officer with technology audits. *Provide the CTO with super consultants for key programs. *Advise the CEO and CTO on growth opportunities by their vision of future technology and business needs. *Give the CTO contact with, and access to, external institutions such as universities, government entities, scientific establishments, and other companies. *Review the critical science needs of the organization for the CTO and suggest approaches that address these requirements. *Supply insight and advice to the CTO and CEO on various technology management issues. *Expose the company's technical and business personnel to new thinking. Obviously, the above rationales are not mutually exclusive and all can be addressed by managing the time and priorities of the SAB. The role of the Board also evolves as its members and company executives become comfortable with their working relationships. However, it is very important in obtaining effective and efficient input from the SAB to manage their roles and priorities so as not to frustrate and confuse them. Since SAB members are chosen for their accomplishments, competence and expected contributions, they must be challenged with interesting and significant issues. Also, the company's investment in the SAB in terms of time and money should yield a useful return. This article describes our experiences with the use of an SAB at Celanese Corporation, and provides some insights into the lessons learned on effectively using such a Board. …

Machine performance centres: a survey of technology management issues and their impact on industrial corporate competitiveness

This paper reports the results of a machina performance centre survey of 54 industrial manufacturers in the USA. Here a machine performance centre refers to the technological or mechanical components of a production floor, i.e. machinery, used intentionally to produce a pre-established form of output. The paper details findings and analyzes survey results both individually and comparatively with traditional Japanese manufaturing plactices in order to prova that the demise of many US industrial manufacturerc has been caused in large part by internal technology management failures. The results provide the basis for the proposed conceptual framework for machine performance centre management described within the context of the paper. Substantive effort is made to describe the potential implications of the research on corporate competitiveness and machine performance centre management while the empirical message is azmed at providing a new premise of thinking for the management of industrial manufacturing orga...

Management of technology in service firms

AbstractThe service sector is receiving increasing attention with respect to technology implementation and productivity issues. At the same time, industry management remains concerned that the integrated nature of real world business is not adequately covered by academicians and their theories. This paper addresses these issues in a unique manner by examining the results of an industry gathered survey in light of three proven service models.Specifically, data collected by a major financial services provider during a customer survey associated with two automated delivery systems, automated teller machines and self‐service gas pumps, was made available. Next, three theoretical models were selected reflecting the integrated nature of the service delivery process. Functional disciplines included operations, marketing and human behavior. The actual management of technology issue was considered from the perspectives of productivity, effectiveness, efficiency and quality factors identified in these models.The customer acceptance and utilization of automated teller machines has been substantially less than the success of self‐service gas during the 1970–1990 period. Comparing the issues of technology management during the implementation of each offers valuable insight into factors requiring consideration when designing automated service delivery systems. Management implications are identified within the framework of lessons learned from studying these two specific technology applications.The contrast in the success of the implementation of technology in the two service sectors studied was linked to three key factors. First, the process must be well defined and measurable characteristics identified prior to changing the system. Second, the goals of the marketing and operations functions must be coordinated with respect to implementation strategy and established capabilities of the system to change. Finally, the technology implementation must consider the needs of the customer and potential tangible benefits, so that customers will utilize the new system at volume levels that justify the initial expense of the technology.

Modeling Radical Changes in Technology within Strategy-Oriented Business Simulations

A review of business-policy simulations demonstrates that their focus is on strategic planning, but with a primary emphasis on "incrementalism. " They do not address "radical changes in technology " and the impact that such change may have on an industry. There is a need to provide students of strategy the opportunity to experience some of the complex issues of technology management. This article provides an approach to designing a technology-oriented game which requires student teams to analyze the risk, uncertainty, and the financial trade-offs associated with budgeting large sums of money to new product research and development. The article reviews the key strategic issues of technology management and includes a framework for modeling some of the issues. This framework is composed of five parts and involves both the demand and the cost side of a typical strategy simulation. The article concludes with a mini-simulation which demonstrates how the framework works and how the structure of an industry can be dramatically changed when a firm successfully introduces a unique product based on a new technology.

Handbook of LAN technology

Reflecting changes in local area network environments, this 2nd edition covers topics such as LANS and industry users, digital communications technology and error management, topology considerations, control and standards issues, security, software and applications and systems management.

Strategic technology management issues in japanese manufacturing industry

The purpose of this paper is to elaborate upon some strategic technology management issues which have been identified in interviews with top technology managers in 14 major, technology-based Japanes corporations. The study is part of a larger research project comparing best management practices regarding R&D, technology and innovation in companies in Japan, USA and Europe.