Multi-technology corporations; why they have "distributed" rather than "distributed core" competencies

Article Abstract:

The world's largest, technologically active firms are more diversified in their technological competencies than in their product range, and this diversity is increasing over time. These firms invest beyond their distinctive core technological competencies in order to manage and co-ordinate technical change with their suppliers of components, equipment, and materials as well as to explore and assess the major new opportunities emerging from the knowledge base. A firm's technological competencies are "distributed" among technological fields, among different parts of the corporation, and among different corporate objectives. As a consequence, corporate policies that apply to products do not apply to technological competencies. Corporate performance can be significantly improved with increasing technological diversity. (Reprinted by permission of the publisher.)

High technology industry, Science and technology policy, Corporations, Technological innovations, Diversification in industry, Industrial diversification

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Technology management education: alternative models

Article Abstract:

This article examines alternative educational degree programs as models for developing managerial skills in technical professionals. There are inherent weaknesses in this regard in current Master of Business Administration and Master of Engineering Management degree programs. These weaknesses can largely be alleviated through the appropriate design and implementation of Management of Technology degree programs that are well-focused and targeted toward understanding the complex problems of managing technology and appreciating the uniqueness of the context of technology-based organizations. (Reprinted by permission of the publisher.)

Evaluation, Education, Engineering, Master of business administration degree, Study and teaching, Technicians

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What we know about the strategic management of technology

Article Abstract:

The key challenges for the strategic management of technology depend on a company's size and its core business: small firms must focus on defining and defending their product niche; large firms on building and exploiting competences based on R&D or on complex production or information systems. In all cases, they require continuous learning, the capacity to integrate specialists, and a willingness both to break down established functional and divisional boundaries and to take a view to the long term. (Reprinted by permission of the publisher.)

Strategic planning (Business)

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