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Mosad Saber
Dalia Ramzy
Ashraf Sharaf
Mahmoud Abdelhameed
DBA_2nd year
The faculty of Commerce, Cairo University
December 2013
CONTENTS
1.
1.1
What Meant by Technology...................................................................................... 2
1.2
Definition of Management of Technology .................................................................. 3
1.3
The Importance of Managing Technology .................................................................. 4
1.4
The Process of Managing Technology ....................................................................... 4
1.4.1 Making Decisions for Managing Technology .......................................................... 5
1.4.2 Tools for Managing Technology ............................................................................ 6
1.5
Types of Technology ............................................................................................... 7
1.5.1 Product Technology ............................................................................................. 7
1.5.2 Process Technology ............................................................................................. 8
1.5.3 Information Technology ..................................................................................... 10
1.5.4 Basic Technology .............................................................................................. 13
1.5.5 Key Technology ................................................................................................ 13
1.5.6 Emerging Technology ........................................................................................ 14
2. PART 2: THE VIRTUAL TECHNOLOGY MANAGEMENT .......................................... 15
2.1
VR technology in product design and system design ................................................. 15
2.2
Virtual Prototyping ................................................................................................ 16
2.3
Virtual reality to create standard work environment .................................................. 16
3. PART 3: TECHNOLOGY TRANSFFER MODELS ........................................................ 17
3.1
Technology Transfer concept and Definitions ........................................................... 17
3.2
Technology Transfer across Organizations ............................................................... 19
3.2.1 Inward and Outward Technology Transfer ............................................................ 19
3.3
Case Study : P& G Technology Transfer .................................................................. 21
4. PART 4: CONCLUSION .............................................................................................. 22
5.
REFERENCES ............................................................................................................ 23
strategic posture the firm wants to assume. For example, the firm must
determine if it wants to be a leader or follower in its industry. There are
benefits to both, but the choice will result in the firm taking radically different
steps and developing different processes and structures. The firm must also
determine whether it will develop its own new technology or buy the
technology. Again, each of these strategic approaches has benefits and
drawbacks that will be detailed later, but the firm needs to weigh these pluses
and minuses for itself. The strategic decisions do not stop there. The firm will
also have to determine the scope of products it wants to offer.
An example of
such a tool is the CM tool for product lines. The tool provides for the
incorporation of product line information in the form of constraints,
dependencies, responsibilities, propagation of changes, and so on. The
challenge is to understand: what is the space for tool support/automation,
and what are the general mechanisms for incorporating product line
properties. The more tools that incorporate such product line knowledge,
the better. On the other hand, tooling up for product lines can be expensive,
as the Shuttle software experience has shown. Even more generally,
incorporating into tools knowledge about any product, individually or as
part of a product line, offers significant leverage. Incorporation of such
Technology Management and Transfer
Automatic
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Hardware
Hardware can be defined as IT-related machinery and equipment - if you can
fall over it, its hardware! This would include physical machines such as CNC
machines, personal computers (PC's), storage devices (such as CD's) and
cables etc. In order to operate however, a computer uses software - hardware
and software are interdependent.
Software
Software can be defined as the set of instructions for the computer - it dictates
what is to be done. Software runs on (i.e. operates on) hardware. A set of
instructions that undertakes a particular requirement or task is known as a
"program." The two major categories of software are "system software" and
"application software." System software is made up of control programs for the
computer itself, such as the operating system and database management system
(DBMS). Application software is any program that processes data for the user
(e.g. Accounts receivable, inventory, payroll, spreadsheets, word processors,
etc.).
Networks
A network is a group or a number of people or things linked or connected
together, either physically or by association. A Local Area Network (LAN) is
common in business and it serves users within a confined geographical area.
Networking an office involves each individual piece of hardware and software
- for example your PC's, printers, fax machine, scanner and phone connectionto be networked together to pass and share information. Although networking
is traditionally done by physical cabling some LANs run on radio links without
the need for cabling, in much the same way as cordless phones have removed
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the need to be dragging a long telephone line behind you - you can talk and
move around at the same time.
Virtual private network
A Virtual Private Network (VPN) may utilize your existing network and public
networks such as the Internet. With the remote connection established, the user
has access to everything that is normally available when sitting at the desk.
IT tradeoff in business
IT can give your company a significant competitive advantage; the other side
is that if you fail to embrace technology in your business, your competitors
will get ahead. Moreover, an eBusiness approach consolidates a company's
position in the market, opening up new business opportunities and improving
profit margins.
eBusiness offers a reliable, cost effective and involuntary means of
doing business
More players will enter the market as technology enables firms to
penetrate overseas; this represents both an opportunity and a threat.
New technologies can change the face of your business; look at the Irish
airline industry and consider how the internet has changed the entire
business model in this market.
Information Technology can give companies a competitive advantage.
However, this can mean that customers, suppliers, contractors, and
business partners are routinely allowed access to critical business data
and to the systems that process and store the information.
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two
primary components:
1) A physical component which comprises of items such as products,
tooling, equipments, blueprints, techniques, and processes; and
2) The informational component which consists of know-how in
management, marketing, production, quality control, reliability, skilled
labor and functional areas.
The earlier definition by Sahal (1981) views technology as configuration,
observing that the transfer object (the technology) relies on a subjectively
determined but specifiable set of processes and products.
Technology as the intangible assets of the firm is rooted in the firms routines
and is not easy to transfer due to the gradual learning process and higher cost
associated with transferring tacit knowledge (Rodasevic,1999). Valuable
technological knowledge which is the intangible assets of the firm is never
easily transferred from one firm to another because the technological learning
process is needed to assimilate and internalized the transferred technology
(Lin,2003).
1.5.5 Key Technology
According to Maskus ( 2003 ) refer to The information necessary to
achieve a certain production outcome from a particular means of combining or
processing selected inputs which include production processes, intra-firm
organizational structures, management techniques, and means of finance,
marketing method or any of its combination. Technology may be codified in
Technology Management and Transfer
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4. PART 4: CONCLUSION
Both technology and technology transfer concepts encompass many
different interpretations and views depending on the organizations objectives.
Although we can see technology benefits from different perspective, the
organizations should focus on their competitive edge.
The performance of technology transfer inward or outward depends on several
factors related to the partners technology transfer capabilities. First, the
technology sources overall desorptive capacity and the technology recipients
overall absorptive capacity provide an appropriate basis for transferring
technology. Second, the technology sources partner-specic desorptive
capacity and the technology recipients partner-specic absorptive capacity
affect the particular technology transfer process. Third, there may be important
interdependencies between absorptive and desorptive capacity at an overall
level and at a partner- specic level. These interdependencies between inward
and outward technology transfer have been relatively neglected. However, they
may lead to potential synergies that may be achieved by combining strong
desorptive capacity of the technology source with strong absorptive capacity of
the technology recipient. In sum, these three factors will enhance the
likelihood of achieving a successful technology transfer. While these
arguments have focused on technology transfer between two rms, the logic
can easily be extended to networks of more than two partners.
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5. REFERENCES
Anders Drejer, (2000) "Integrating product and technology development",
European Journal of Innovation Management, Vol. 3 Iss: 3, pp.125 136
Drejer, A. (1997), ``Management of technology in a complex world'',
International Journal of Materials and Product Technology , Vol. 12 Nos 4-6.
A. White and D. Bruton (2007) The Management of Technology and
Innovation: A Strategic Approach, Thomson South-Western.
Abdul Wahab, S., Che Rose, R., Idayu, S., and Osman, W. (2012) Defining
the Concepts of Technology and Technology Transfer: A Literature Analysis,
International Business Research, Vol. 5, No. 1
Lichtenthaler, U., Lichtenthaler, E. (2010) Technology Transfer across
Organizational Boundaries: ABSORPTIVE CAPACITY AND DESORPTIVE
CAPACITY, CALIFORNIA MANAGEMENT REVIEW VOL. 53, NO. 1.
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