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Technology Management & Competitive Advantage

Technology Management & Competitive Advantage. Jason C. H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane, WA 99223 chen@gonzaga.edu. Technology Integration. Time compression. Globalization. Environmental Drivers. Environmental Drivers.

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Technology Management & Competitive Advantage

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  1. Technology Management & Competitive Advantage Jason C. H. Chen, Ph.D. Professor of MIS School of Business Administration Gonzaga University Spokane, WA 99223 chen@gonzaga.edu

  2. Technology Integration Time compression Globalization Environmental Drivers Environmental Drivers

  3. Revenue generation Technology Management Decision Cost reduction Competitive Advantage to learn, adapt, innovate Innovation Cost avoidance ( ) Management Decision and Competitive Advantage Value Drivers Value Speed Creating Value & Agent of Change

  4. Technology Management Views on Technology andTechnology Management 1.Opportunity 2. Appropriability 3. Transferability 4. Resources (forefront of the change) Technology (productivity gains) 1. accomplish goals of an organization 2. development of technological capability and its implementation or deployment in products and processes 3. link to other management activities, e.g., marketing or manufacturing Definition: Technology management focuses on the principles of strategy and organization involved in technology choices, guided by the purpose of creating value for investors.

  5. Technology Management Complementary Perspectives Key Concepts Views on Technology andTechnology Management (cont’d) (forefront of the change) Technology (productivity gains) 1. Value chain 2. Industries as competitive domain 3. Forms of technological change 4. Value creation 1. Market-based 2. Resource-based

  6. Technology Management Complementary Perspectives Key Concepts Value Views on Technology andTechnology Management (cont’d) (forefront of the change) Technology (productivity gains)

  7. Drivers of strategy Customers and competitors Unique resources Derivatives Strategy profile Appropriate context Resources Positional Mature markets Market opportunities Core competencies Dynamic markets Table 1.1 Market-based and Resource-Based Views Dimension Market-Based Resource-Based

  8. Management of Innovation Technology Strategy Value-Based Management Era of Plentiful Resources Era of Accountability New venture divisions Linking to business Broader vision of technology Outsourcing Different organizational arrangements Allocation of Funds to projects Innovation Management Tools to assess value Scientists & engineers Internal markets Leadership Chief Technology Officer/ Chief Information Officer/ Chief Value Officer R&D Manager Figure. Evolution of Management of Technology 1950 1970 1980 1990s & Beyond R&D Management

  9. WHY guided by guided by HOW WHAT guided by principle principle Technology Choices Deployment in Products/Services Development of Technological Capability focus focus Management of Technology Figure. Management of Technology Purpose: value-driven Organization & Management Technology Strategy

  10. Intuitive/Tacit Codify, Verify Science Formalized Knowledge Develop Physically Embodied Products, Services and Processes Figure: Levels of Knowledge/Development

  11. NEW MARKET ENTRANTS SUBSTITUTE PRODUCTS & SERVICES TRADITIONAL COMPETITORS THE FIRM SUPPLIERS CUSTOMERS FIVE COMPETITIVE FORCES MODEL Threats Bargaining power N

  12. Operations Outbound Logistics Marketing and Sales Services Value Chain Model and its Activities Support Activities Administrative and Other Indirect Value Added Inbound Logistics Primary Activities

  13. Production and Manufacturing Sales and Distribution Engineering Marketing Service Manufacturing Industry Value Chain Product and Service Flow Support Activities Administrative and Other Indirect Value Added Research and Development Primary Activities N Dr. Chen,The Trends of the Information Systems Technology

  14. Production and Manufacturing Sales and Distribution Engineering Marketing Service Manufacturing Industry Value Chain Product and Service Flow Support Activities Administrative and Other Indirect Value Added Research and Development Primary Activities N Dr. Chen,The Trends of the Information Systems Technology

  15. Competitive (Value) Advantage The Value Chain N

  16. Examples of the Value Chain N Dr. Chen,The Trends of the Information Systems Technology

  17. Technology Management Complementary Perspectives Key Concepts Value Views on Technology andTechnology Management (cont’d) (forefront of the change) Technology (productivity gains)

  18. IT Planning: The Relationship Between Business, IS, and IT Strategies

  19. Revenue generation Technology Management Decision Cost reduction Competitive Advantage to learn, adapt, innovate Innovation Cost avoidance ( ) Project Management and the Role of CTO/CIO Value Drivers Value Speed Creating Value & Agent of Change

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