Technology & Innovation Management
technology and innovationmanagement
technology and innovationmanagement
Kartei Details
Karten | 45 |
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Sprache | English |
Kategorie | VWL |
Stufe | Universität |
Erstellt / Aktualisiert | 10.01.2019 / 06.01.2020 |
Lizenzierung | Keine Angabe |
Weblink |
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Einbinden |
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Innovation
Specialization and ‘simplification’ of work are essential features of the process of innovation
Innovation is a process that builds upon technical inventions
Technology and Innovation managemtn
echnology and innovation management is the field of scientific enquiry focused on the analysis of how a socio-technical system of interconnected elements changes over time, whether by emergence or through design, and how such changes can be leveraged to generate value in a sustainable way.
Why do firms spend money on R&D?
Scientific knowledge as an input into invention
The linear model: basic research leads to new knowledge, from which technology development can draw
Scientific knowledge makes downstream inventive activity more efficient (even without direct benefits)
Absorptive capacity (sc. knowledge is publicly available, not usable)
- Firms need their own scientific knowledge to understand others’ discoveries
- (including their competitors)
- Complementarities between internal and public research
Attracting talented inventors
• Staff with a “taste for science”
• Positive relationship between intellectual challenge and innovative outputSignaling to consumers, investors, regulators
• Publications build a reputation for quality
• Importance depends on sector (e.g. biotech) and maturity (start-ups)
modular system design information is partitioning into two parts (Baldwin& Clark) (modularity and integrality)
- visible design rules (visible information): decisions that affect subsequent design decisions, should be established early in the design process.
- architecture: what modules are part of the sytem and what is their function
- interfaces: how will the modules interact
- sandarts for testing: how can a module's perfomance be measured?
- hidden design rules (hidden information): do not affect the design beyond the local module, can be changed often and chosen late.
Models for managing product development (Modularity and Integrality) (Sanchez, Mahoney)
- Traditional sequential organization
- recursive information flows, information losses and inefficiencies
- authorithy hierarchy needed
- tighly coupled organizational structure
- Overlapping problem solving approach
- team based organizational structure
- reduced information losses
- still intensive managerial coordination needed, to suceed
- management needs to have the autority to make design and specification decisions.
- Modular organization