Technology And Innovation Management Research Articles

Emotional and learning capability and their impact on product innovativeness and firm performance

Learning capability, as a part of organizational capabilities, is an important factor for product innovativeness. The antecedents of the learning capability of the firm should be expanded to leverage the understanding of how firms can develop new products with success. The human resources management and organization behavior literature indicates that emotional capability of a firm has an impact on learning capabilities. Nevertheless, emotional capability in general and its impact on learning capability, product innovativeness, and firm performance in particular is not discussed in the technology and innovation management (TIM) literature. In our investigation of 106 firms, we found that: (1) a firm's level of emotional capability (including the dynamics of display freedom, experiencing, reconciliation, and identification constructs) has a significant affect on the firm's learning capability (composed of the managerial commitment, systems perspective, openness and experimentation, and knowledge transfer and integration); (2) a firm's emotional capability influences its product innovativeness via learning capability; and (3) a firm's product innovativeness, influenced by emotional and learning capability, significantly impacts the firm performance.

Design and Implementation of an Interdisciplinary Marketing/Management Course on Technology and Innovation Management

Given increasing industry demand for integrative learning, marketing curricula need to emphasize interdisciplinary approaches to teaching. Although team teaching is a useful method for achieving cross-functional integration, there are very few frameworks for effectively implementing team teaching. Consequently, marketing educators seeking to offer team-taught, interdisciplinary courses have little direction on how to proceed. Against this background, this article describes the design and implementation of a team-taught, Marketing/Management interdisciplinary course on Technology and Innovation Management (TiM). On the basis of their experiences with the course, the authors provide instructors with a template for effectively implementing similar courses.

PERSPECTIVE: Ranking the Technology Innovation Management Journals*

A citation analysis of the 10 leading technology and innovation management (TIM) specialty journals is conducted to gain insights into the relative ranking of the journals. The journals are ranked based on number of citations, citations adjusted for publication frequency, citations corrected for age, citations corrected for self‐citation, and an overall score. The top 50 journals in management of technology based on citation analysis are listed. Overall, the top 10 journals based on citation analysis are Journal of Product Innovation Management, Research Policy, Research‐Technology Management, Harvard Business Review, Strategic Management Journal, Management Science, Administrative Science Quarterly, R&D Management, IEEE Transactions on Engineering Management, and Academy of Management Review. The top 10 specialty journals in the technology innovation management specialty are Journal of Product Innovation Management, Research Policy, Research‐Technology Management, R&D Management, IEEE Transactions on Engineering Management, Technological Forecasting and Social Change, International Journal of Technology Management, Technovation, Technology Analysis & Strategic Management, and Journal of Engineering and Technology Management. It is found that many of the TIM journals, although focused on TIM, have additional foci based on traditional management disciplines. Each of the 10 leading TIM specialty journals is considered from the perspective of traditional management disciplines; how the journals relate to each other and the related implications of these findings are considered.

Shareholder Value, Real Options, and Innovation in Technology‐Intensive Companies

We show how central concepts from technology and innovation management (TIM), sequential models of the New Product Development (NPD) process, and the valuation technique of ‘real options’ can be linked, to provide a valuation framework that can be used in the value‐based management of technology‐intensive companies.We introduce a binomial option tree which incorporates the flexibility and the risks inherent in the NPD process into its evaluation in a theoretically correct way and is at the same time simple and easy to use. In this way, our options‐based approach ties the valuation of hitech and life sciences companies closer to the underlying growth opportunities and incorporates much of the ‘gut feel’ of experienced industry practitioners into the valuation. As a consequence, the approach leads to more defensible valuations and allows powerful insights for the value‐based management of technology‐intensive companies.In two numerical examples we demonstrate that the theoretically more sound option tree approach in practice can produce different valuations and lead to different decisions than a simple ‘discounted cash flow (DCF) tree’ approach and has therefore potential to improve managerial decision making. Finally, we describe a real life situation where our options‐based approach was successfully applied in the valuation for the initial public offering of a biotech company.