Towards a Re-Definition of Technology Management

The paper is proposing an historical approach of the definition and constitution of technology management as a discipline leading to a re-visited approach more in line with contemporary issues and problems facing businesses. It is suggested to expand its scope to the strategic management of technology and innovation

Master of Management Science in the Management of Technology and Innovation: self‐study report

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Identifying Management of Technology and innovation (MOT) and Technology Entrepreneurship (TE) centers of excellence

It has been over 15 years since the world's centers of research excellence in the management of technology and innovation (MOT) have been acknowledged. We have updated this area of interest through a new study on the current centers of excellence, furthering our investigation in the sub-field of technology entrepreneurship (TE). We based our study on the boundary conditions utilized in previous research, adding new metrics while retaining several of the old. We limited our data sample to peer-reviewed journal articles in recognized base journals. The centers’ research nature and quality were assessed via a series of 37 metrics. We found 809 schools with publications in MOT-recognized base journals and identified 77 non-U.S. centers in Asia, Australia, Europe, South and North America and 21 U.S. centers that meet our criteria for research excellence. Further, a detailed analysis was conducted for the 21 U.S.-based schools, considering metrics such as the number of publications by researchers during the study period, the MOT publication history, editorships of the professors of the centers in the base journals, and number of articles. Similarly, we identified 17 International centers of TE excellence out of the 348 schools that published in TE. We provide tiered results of the top schools excelling in selected areas

Microfoundations in the strategic management of technology and innovation : Definitions, systematic literature review, integrative framework, and research agenda

While innovations and new technologies are often pivotal to the long-term prosperity of firms, such firm-level outcomes emerge from the actions and interactions of organizational members who develop innovations and use new technologies. The “microfoundations movement” seeks to understand how micro-level (e.g., individual) actions and interactions lead to macro-level (e.g., organizational) outcomes and mediate relations between macro-level variables. Although the movement has grown tremendously over the last decade, it has yet to deeply pervade the domain of strategic technology and innovation management. Due to its tremendous growth, it is quite fragmented and dispersed, which impedes the identification of the most promising opportunities for future research. To overcome this problematic situation, we conduct a systematic literature review of existing research on microfoundations in the strategic management of technology and innovation, synthesize it into an integrative framework, and chart promising paths for future research. Specifically, we apply a multi-coder, multi-step approach, identify 87 relevant articles published in 23 leading academic journals over the period from 2003 to 2022, and propose a research agenda comprising more than 20 promising avenues for future research based on the resulting insights. These findings have important implications for the academic literature and management practice.© 2022 The Author(s). Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).fi=vertaisarvioitu|en=peerReviewed

A Case Study and Survey-based Assessment of the Management of Innovation and Technology

This paper provides a case study of a real-world organization and its management of technology and innovation (MTI). The study examines the structure, environment, and resources of the organization as they pertain to the MTI. Specifically, the organization is examined for the alignment of the MTI to the strategy and the competitive advantages. Subjective assessment of the state of MTI is made based on this examination. To support the assessment, the case study is augmented with survey data that examines perceptions of employees to the MTI, the alignment of the MTI as stated above, and several documented antecedents of creative and innovative organizations. The research concludes with recommendations for improvement based on propositions regarding the antecedents and correlation to the state of the MTI