Technology and Strategy: Conceptual Models and Diagnostics
Oxford University Press, Oct 6, 1994 - Business & Economics - 304 pages
In today's complex, dynamic competitive landscape, management of technology can mean the difference between success and failure. Managers and researchers alike need effective ways to conceptualize and develop technology strategies. Richard Goodman and Michael Lawless provide tools needed to integrate firms' technology capabilities with their competitive direction. Technology and Strategy presents models that help put technology and its market impacts into perspective. It addresses the broad questions of how technology and markets evolve, how technology can re-order the "rules" of competition, and how it can shift the balance of individual firms' competitive advantage. It also blends topics currently capturing attention in business circles--such as Total Quality Management and the resource-based view of the firm--into a clear view of technology management programs. Technology and Strategy also describes methods to develop specific strategies to cope with challenges facing executives--like evaluating promising, but untried, new technologies. Using actual case studies from the electronics and bio-tech industries, Goodman and Lawless demonstrate the use of new techniques to formulate strategy, including Technology Mapping and the Innovation Audit. Both were created to help executives choose the approach to technology best suited to their firms' particular capabilities. Offering clear, practical guidance through a complex, fast-changing world of competition, this new analysis of technology and strategy is a valuable guide for general managers, R&D and manufacturing managers, strategic planners, and academics.
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BROAD GUIDANCE FOR TECHNOLOGICAL AND STRATEGIC PRAXIS CONCEPTUAL FRAMEWORKS AND CONTEXTUAL ANALYSIS
TECHNIQUES FOR DIAGNOSING SITUATIONS AND SELECTING TECHNOLOGY STRATEGIES
TECHNOLOGICAL CONNECTIONS TO OTHER STRATEGIC ISSUES
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Abernathy action adaptive Ampex analysis and/or approach assessment basic capabilities chapter competitive advantage competitive strategy competitors complex concept corporate cost create decision decision tree dimensions diversity effective employed environment Ess ESS evaluation factors firm firm’s products focus focuses forecast framework goals Goodman Harvard Business Harvard Business Review identified impact implementation improvement increase industry innovation audit integration issues key parameters machine vision managerial manufacturing process market competencies matrix ment methods MOABs monoclonal antibodies nology normal organization organizational performance perspective phase planning position potential problem process innovation product and process product innovation product life cycle progesterone question RBOCs requires resource-based view risk role selection spanning unit specific Strategic Management strategists strategy formulation structure subsystem Table tech techniques techno technol technological change technology mapping technology programs technology strategies tion tive uncertainty underlying vertical integration
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