Managing technology partnerships

Article Abstract:

The development and implementation of an effective communication strategy for a technology partnership will depend on the identification of six dialogue priority areas in team communication. The success of the strategy will be determined by the ability of managers to pinpoint these areas for potential organizational conflict. These dialogue priority areas are the establishment of a suitable level of mutual awareness of the theoretical aspects of the partnership among all participants; the setting of projected times of completion of all short- and long-term research and development plans; the establishment of business relations that maximize academic and commercial benefits for participants; the treatment of issues in product development as technical and team communication problems; the use of dialogue to settle differences; and the supervision of both managerial and technical aspects of the partnership by an individual who has the support of top management.

Management, Telecommunications systems, Research and development partnership, Research and development partnerships, Organizational communication

---

The successful exploitation of new technology in banking

Article Abstract:

A case study of the Bank of Scotland indicates that strong technical and organizational barriers are significant problems in the strategic management of new technology. The removal of these barriers at the Bank of Scotland resulted from the interaction between strategy, structure, and the process of organizational learning. Structural change was emphasized to permit the emergence of some managers as 'innovation champions' in the supportive organization. The important structural change was the formation of Automation Planning department and the merger of the management systems and computer systems divisions. The organizational learning process in the Bank of Scotland contrasts directly with the textbook 'structure-follows strategy' and rational choice paradigms.

Usage, Economic aspects, Scotland, Automation

---

Firm-level benefits of radical innovation

Article Abstract:

The benefits of innovation at the firm-level were examined by analyzing specific innovations that took place in retail banking. Firm-level or company benefits are distinguished from product-level benefits by the impact they have. While product benefits are measured in relation to the individual product, company benefits affect the entire firm as a whole. Based on an analysis of interviews conducted with the staff of three banks that were part of the study, it was stressed that firm-level benefits wereequal or more important than product-level benefits. Among the vital firm-level benefits that were enumerated by the interviewees are public perception of the bank as innovative, access to new markets, building of loyalty and the establishment of a dominant brand.

Banking Institutions, Depository Credit Intermediation, Business, Banks (Finance), Bank of Scotland, Firstdirect, Mondex

Similar abstracts:

• Abstracts: Paradox lost? Firm-level evidence on the returns to information systems spending. The effects of setting budget goals and task uncertainty on performance: a theoretical analysis
• Abstracts: Designs for environmental scanning systems: tests of a contingency theory. A maximum decisional efficiency estimation principle
• Abstracts: Technology transfer utilizing vendor partnering and a self-managed project team: lessons learned. Technology transfer to the private sector: a field study of manufacturer buying behavior
• Abstracts: Relation of dominant problems to stages of growth in technology-bases new ventures. Shareholder value creation during R&D innovation and commercialization stages
• Abstracts: What companies are reporting. Management and reporting of environmental liabilities

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.