Technology Management - Lecture Notes

Management Science II Dr. Prakash Sai L.
MODULE 5
Technology Management
Technology
An Introduction
The word ‘technology’ has a wider connotation and refers to the collection
of production possibilities, techniques, methods and processes by which
resources are actually transformed by humans to meet their wants. Ferré (1988)
has defined technology as “practical implementations of intelligence”. However,
Gendron (1977) has provided a more comprehensive definition:
“A technology is any systematized practical knowledge, based on
experimentation and/or scientific theory, which is embodied in productive
skills, organization, or machinery”.
The role of technology in fostering economic growth of nations and
enhancing their industrial competitiveness has been widely recognized, through
its domineering influence over industrial productivity. Further, technology has
emerged as the most important resource that contributes directly to socio-
economic development. Hence, technology is viewed from various perspectives:
as an ‘engine for economic development’, as a ‘strategic resource’, and as a
‘competitive weapon’. This necessitates effective management of technology - at
both national and firm levels. Technology Management (TM), which inter alia
aims at planning and developing the technological capabilities of an organization
or a nation, has now occupied the centre stage of decision-making.
Indian Institute of Technology Madras

Gaynor (1989) has provided the following description of TM:
“Managing technology is a method of operation that leverages human
resources, technology and other business assets by optimizing the
relationships between the technology functions of the business enterprise. It
is the process of integrating science, engineering and managing with
research, development and manufacturing in order to meet the operational
goals of the business unit effectively, efficiently and economically. It
includes managing the totality of the technology operations from concept
through commercialization”.
TM embraces several interconnected issues such as: technology policy;
technological forecasting and assessment; technology strategy; technology
transfer; technology-induced as well as market-oriented Research and
Development (R&D); process technology and product technology and their
continuing improvement; human resource management in terms of innovative
capabilities, flexibility and contribution; and technology project management.
Gaynor (1989) has provided the following description of TM:
“Managing technology is a method of operation that leverages human resources,
technology and other business assets by optimizing the relationships between
the technology functions of the business enterprise. It is the process of
integrating science, engineering and managing with research, development and
manufacturing in order to meet the operational goals of the business unit
effectively, efficiently and economically. It includes managing the totality of the
technology operations from concept through commercialization”.

TM embraces several interconnected issues such as: technology policy;
technological forecasting and assessment; technology strategy; technology
transfer; technology-induced as well as market-oriented Research and
Development (R&D); process technology and product technology and their
continuing improvement; human resource management in terms of innovative
capabilities, flexibility and contribution; and technology project management.
TM was set into motion when man invented the wheel, except that it was
never practiced consciously. Now, TM has become what it never was before, an
organized and systematic discipline. As TM embraces several interconnected
issues ranging from policy planning at the national level to strategic planning at the
firm level, it calls for decisions and result-oriented actions at the macro-as well as
micro-levels and an effective macro-micro linkage.
Macro technology management commonly refers to technology management at the
national level. It includes:
• Planning for the development of technological capabilities at the national
level.
• Identification of key sectoral technology and related fields to be developed.
• Determining ‘make’ or ‘buy’ decisions, i.e., whether importation or self-
development is to be pursued.
• Establishment of institutional mechanisms for directing and coordinating the
development of national technological capabilities.
• Design of policy measures for controls.

• Micro technology management concerns technology management at the
firm or project level. It includes:
• Responding to competitors who are using technology as a strategic weapon.
• Integrating technology strategy into the overall corporate strategy.
• Identifying and evaluating technological options and innovations and the
factors relating to their success and failure.
• Directing research and development itself, including determination and
definition of project feasibility.
• Monitoring and planning technological obsolescence and replacement.
Both macro and micro-technology management seek to raise economic
efficiency. Micro TM is the basis for macro TM, while the latter provides guidelines
and an environment for the former. Consistency among these two levels of
management is essential, but institutional mechanisms will largely determine
whether they are effectively combined. While macro-support could catalyze
changes, the real actions have to take place at the industry level.
Technological Change
Theories And Measurement
Technological change has been broadly defined as:
“the process by which economies change over time in respect of the products and
services they produce and the processes used to produce them”.
More specifically, it has been termed as:

“Alteration in physical processes, materials, machinery or equipment, which has
impact on the way work is performed or on the efficiency or effectiveness of the
enterprise”.
Technological change may involve a change in the output, raw materials,
work organization or management techniques - but in all cases it affects the
relationship between labor, capital and other factors of production. While the
policies to stimulate technological progress and productivity growth - at both
national and firm levels - must be formulated in a broad socio-economic context,
their focus ought to be on the internal dynamics of technological change. It has
been suggested that the knowledge pertaining to technological change in the less
developed countries would be a crucial input to the understanding of the
phenomenon in industrialized nations. In this light, the following paragraphs
provide a selective survey of theories and measurement of technological change
(Saren, 1991; Sharif, 1986; Stoneman, 1983; Saviotti, 1985).
Major Theories Of Technological Change
Neo-Classical Theory
The basic tool for the study of technological change is the notion of a
production function which specifies a quantitative relation between inputs and
outputs. The most common inputs are capital and labor, which are called factors of
production. The production function can be represented as a series of isoquants -
curves corresponding to the constant output obtainable by the infinite number of
available combinations of the factors of production. At any given time there is a
given level of technology which determines the techniques available for production.

According to this theory technological change takes place in the form of
shifts of the production function towards the origin.
Some of the major limitations of neo-classical theory are:
• Only labor and capital are incorporated as factors of production. The
inclusion of more factors, however, makes the application of the production
function analytically more complicated.
• The presence of infinite techniques at a given level of technology is rather
unrealistic. Real life situations often imply a choice between a restricted
number of options.
• Only cost-reducing improvements can be described by the production
function. Improvements in performance or the appearance of new services
find no place in this theory.
• Though an efficient tool for equilibrium analysis of economic life, it is ill at
ease when dealing with dynamic problems.
Marxist Theory
Karl Marx perceived technology as not self generating, but as a process
directed by willful, conscious, active people and molded by historical forces. He
held that technological change - the development of the productive forces - was the
prime mover of history. The individual entrepreneur invests and innovates because
it is rational for profit maximization or necessary for survival. Marx seemed to be
under the spell that innovations simply must be labor-saving.

Major limitations of the Marxist theory are:
• Undermining of capital-saving innovations.
• Underemphasizing the concept of productivity.
• Controversy involved in the theory of the falling rate of profit.
Schumpeter’s theory
This theory views innovation as the engine of economic development and as
a disequilibrium phenomenon. Innovation is defined as the carrying out of new
combinations of means of production, which include a wide variety of cases such
as: the introduction of a new good or of a new quality of a good, or of a new method
of production, the opening of a new market, the conquest of a new source of supply
of raw materials, the carrying out of a new organization of any industry. The
emphasis is laid on the notion that technological change is to be understood as a
case of innovation more generally and not as another piece of routine economic
behavior. Schumpeter’s formulation of production function differed from neo-
classical theory in that capital was excluded and only labor and land were included
as inputs.
Major limitations of this theory are:
• Psychology of the entrepreneur (the embodied aspect of innovation) is an
elusive phenomenon.
• No explicit attention is paid to the process by which innovation is generated.
• Lack of empirical evidence.

Evolutionary Theory
This suggests a biological analogy to explain technological change. The
Darwinian two-state process of mutation (invention) and selection (innovation) has
been employed to understand the evolution of technology. Biological evolution
appears to have a certain correspondence with the interpretation of technological
changes in industrial sectors - from a state of flux when product innovation prevails
in the search for a successful design, to a maturity phase where incremental
process innovation prevails.
Major limitations of the evolutionary theory are:
• Dearth of quantitative models.
• Many propositions need to be validated.
Market-Pull Theory
Markets govern the innovation process. The market constitutes a
communication channel through which political, economic, social and ecological
forces influence buyers in their demand for technological products. Continuous
changes in these forces have an impact on the response provided by technology
with respect to the type, capabilities, performance, safeguards, solutions, etc.
These messages are transmitted and communicated through the market where
buyer’s requirements (themselves influenced by external forces) are matched with
technological changes and where future demands can be detected by the
producers of technology.

• The logical and practical difficulties in interpreting the innovation process.
• Difficulties of defining demand functions as determined by utility functions.
• The incapability of defining the ‘why’, ‘when’ and ‘where’ of certain
technological developments instead of others.
Technology-Push theory
Technology is defined as an autonomous or quasi-autonomous factor. It
assumes a one-way causal determination approach, i.e., from science to
technology to the economy. It proposes that technological developments occur
exogenously through discoveries, theories, ideas and R & D work, which may or
may not then create (or be matched with latent) demand for their output.
• Failure to take into account the intuitive importance of economic factor in
shaping the direction of technological change.
• Lack of understanding of the complex structure of feedbacks between the
economic environment and the directions of technological change.
Measurement Of Technological Change
Economic Indices
Arithmetic indices are derived based on price variations in capital and labor
in relation to the industrial output. Technological change is measured as the
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weighted average of the change in factor prices, holding inputs constant. Solow
derived a geometric index based on the premise that technological change is equal
to the change in output not accounted for by the changes in labor and capital.
Patents
Patent statistics have been used as indicators of technological change.
They have also been used to analyze the diffusion of technology across firms or
industries or countries. Patent studies are also concerned with the analysis of the
innovation process itself in order to assess and evaluate the output of research
activity.
Rate of improvement of technology
A figure of merit for each functional capability of a technology is to be
identified. For a product it could be travel speed per unit time (transport vehicles),
or lumens per watt (lighting fixtures), or instruction execution rate per second
(computers). For a process, it could be the efficiency of fuel utilization or reduction
in waste generation. S-shaped growth curves are formulated to form a system of
curves depicting advancement of technologies.
Rate of Substitution of Technology
It is determined on the basis of relative changes in the market shares of two
technologies or two sets of technologies. Cumulative pattern of gain in market
share by a technology exhibits S-shaped growth.
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Rate of Diffusion of Technology
It represents the cumulative number of adopters of a new product, material
or process. This follows an S-shaped curve. The substitution and diffusion
phenomena have been discussed in greater detail in the Chapter 6.
Use Of Technology Forecasts
The purpose of any type of forecasting and the proper role of the
forecaster is to assist the contemporary decision-makers in the choosing of
policies and making of plans that are most promising.
In the National Context:
• Developing technological competencies so as to meet global competition
and international trading imperatives.
• Planning for creation of sustainable comparative advantages in select
technological thrust areas.
• Planning for the well-being of citizens with the aid of technological
innovations.
In the context of Business Firms:
• Establishing technical parameters and performance standards for new
products and processes.
• Augmenting new product development efforts as well as improvement of
existing products.
• Enabling better timing for new technology introduction and facilitate
‘take-to-market’ strategy formulation.
• Aiding prioritization of research programmes and identification of techno-
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scientific skills required for the same.
• Identifying major opportunities and challenges in technological
environment and offering guidance for technological planning.
• One of the main aspects of Technology Forecasting is its
communication aspect.
• Technology Forecasting (TF) initiates and fosters the communication
between various communities such as:
• Science and science (inter-disciplinary fields)
• Science and Technology
• Industry and politics
• Technology and public administration
• Technology and the general public.
Technology forecasts can be a short, medium or a long-term exercise. Short
term forecasts are of usually a year or less, might typically deal with a single
technology. Medium-term forecasts might cover a 2-10 year period. Long-term
forecasts cover 10-20 years - a time horizon long enough for totally new
technologies to emerge. Longer the time frame, tougher it is to predict what is in
stock for the future pertaining to technology changes. Sometimes, forecasts
misfire because of a fascination of ones own technology and also due to the
enthusiasm it generates among market analysts and magazine writers. A classic
example is the bold forecast that NASA made regarding the huge sun-reflecting
satellites to illuminate night-shrouded areas of the earth which they predicted
would be possible by the mid-1970s. Such forecasts with faulty timelines can be
totally worthless to corporate planners, and worse they can turn into money pits.
This brings into focus the need for employing accurate technology forecasting
methods.
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The most appropriate choice of forecasting method depends on:
• What is being attempted to forecast
• Rate of technological and market change
• Availability and accuracy of information
• The planning horizon
• The resources available for forecasting.
Classification Of Technology Forecasting Methods
The technological forecasting methods can be classified as exploratory
and normative forecasting methods. Exploratory technological forecasting starts
from today’s assured basis of knowledge and is oriented towards the future,
while normative technological forecasting first assesses future goals, needs,
desires, mission, etc., and works backwards to the present.. Explorative
forecasting is more focused on predicting how a new technology will evolve on a
pre determined curve, which is S-shaped, while the normative forecasting
attempts to be more pro-active. With so many choices available, each having
distinct characteristics, a calculated choice has to be made while choosing a
forecasting method. Some of the factors that influence the choice of the
forecasting methodology can depend on the time frame for the forecast, how
much precision is needed in the prediction and the purpose of the forecast.
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TECHNOLOGICAL FORECASTING METHODS

EXPLORATORY NORMATIVE
Intuitive Extrapolation Growth Technology Relevance Morphological Mission

Curves Monitoring Trees Analysis Flow
Opinion Linear Pearl Diagrams
Polls Extrapolation Curve
Delphi Exponential Gompertz
Extrapolation Curve
Delphi Method
The Delphi method, which is subjective in nature, is arguably the most popular
forecasting tool in vogue. Though statistical or model-based forecasting
techniques are preferred over expert opinion techniques, there are two scenarios
where subjective (or intuitive) methods are found to be relevant.
• When there is no precedent - mostly in the case of new technology
forecasting where expert opinion is the only possible source of
forecasting or in situations where the impact of factors which were
previously considered to be relevant have lost their strength.
• Ethical evaluation is required – instances where ethical issues are more
important than technical and economical issues.
The basic idea of a Delphi survey is to interview experts on a topic. But the
exercise is not restricted to collection of opinions but also to provide each expert
the facility review based on the recommendations of his/her peers. This exercise
contains a minimum of 2 stages in which the outcomes of the first round of
interviews are provided back through a controlled feedback to the experts during
the second round.
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The Delphi method has three unique characteristics that differentiate it
from other methods such as committee approach and brainstorming.
Anonymity: During the Delphi procedure, a member does not know the specific
contributions of the other members. In most cases a person would not even
know who the members of his/her group are. This methodology has its unique
benefits. It avoids any bias of opinion owing to the reputation of other members.
The anonymity also provides the experts an opportunity to revisit their articulated
opinions, without the fear of embarrassment, when they encounter any evidence
contrary to their expectations.
Iteration with controlled feedback: The survey coordinator extracts
responses which are deemed relevant to the topic and these are sent back to the
group. This sort of mediation throughout the process ensures that biased
opinions are not pushed by merely repeating or restating them over and over
again.
Statistical group response: In a committee approach only the majority
opinion emerges out of the discussion while the minority recommendations are
lost. But in the Delphi method, for every item the responses are depicted with
statistics that describe both the dominant view as well as the degree of spread.
The Delphi process involves the following steps:
• Identify the subject in which the Delphi survey is to be conducted.
• Recruit a group of experienced people who can prepare the
questionnaire for forecasting the technological developments.
• During the first round the questionnaire is then distributed among
experts to address all possible aspects of the issues. These participants
are asked to forecast events or predict trends regarding the issue. The
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responses are collected and all opinions including the extreme ones are
taken into cognizance.
• In the second round, results of the first round are sent back to the
participants and it contains a consolidated list of all the responses. The
participants are then asked to forecast the possible occurrences enlisted
in each of the responses.
• In the third round, all the responses are sent back to the participants.
This time, along with the inclusion of statistical details, they are also
asked to reevaluate their responses. After the end of the third round, the
moderator processes the response by combining it with similar
responses, summarizing lengthy ones, etc.
• The questionnaire for the fourth round contains the responses, the
statistical information and the summary of points for modifying the
forecasts, if any. Here the participants are required to provide reasons
for any change in a given forecast value.
• At the end of the fourth round, the moderator collects and summarises
the results and comes out with forecasts, the degree of disagreement
and a summary of critical issues for each forecast.
• The Delphi method is mostly used in the following contexts:
• To determine critical factors that might impact the development of
technology.
• To forecast statistical estimates on the progress of a particular
technology over a specified duration.
• When forecasting cannot be made using other methods.
• To evaluate the chance of a particular event occurring under given
conditions.
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Trend Extrapolation
This method uses historical data rate to determine the rate of progress of
technology in the past and extends it into the future. This type of forecasting
implies that the factors which affected the past trends would continue to impact in
the same known manner. But this methodology cannot be applied in every
technology context. There are instances where natural limits exist for the
governing factors and hence, extrapolation will give skewed results. There are
two types of extrapolation based on the rate of progress of past behaviour –
linear and exponential methods.
Linear Extrapolation is used where a linear growth function is predicted. The
trend is explained using the linear equation:
yi = A xi + B
yi is the value of the dependant variable in the ith time period
xi is the value of the independent variable in the ith time period
A and B are estimated by the method of sum of squares and minimizing them
from the projected extrapolation.
The second method of trend extrapolation is the exponential method. A
exponential growth curve could be assumed to be as follows:
Yi = A BXi
Yi is the value of the variable to be estimated
Xi is the impact variable
A, B are constants to be estimated.
There are cases where the trend does not follow either a linear or exponential
pattern. In such cases a polynomial trend equation may be applied to identify the
trend.
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Technology Monitoring
Major steps involved in technology monitoring are:
• Scanning
• Filtering
• Analysis and Development of forecast
Scanning
The idea behind scanning is to collect as much information that is available
on the particular field of technology. The information could cover the following
aspects:
• Research plans and developments
• Environment of the technology
• Support of various governments for the technology
• Human skills and capabilities
• Social and ethical issues
• Benefits of the technology
Filtering
In most cases, not all the information captured on the technology would be
relevant for a particular forecast. Hence, based on the forecast required, the
necessary information is identified through filtering of pertinent data.
Analysis and Development
This methodology is relevant in situations such as developing Research
and Development (R&D) plan; and identifying new sources of technology or
emerging technologies
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Growth Curves
The evolution of technology as function of time has been found to follow
patterns similar to the growth curves of biological systems. The biological s-
curve is used to represent technology evolution with technology adoption on the
y axis and time on the y axis. It implies that when a technology is newly
introduced, it takes some time to gain acceptance in the market, and after this,
rapid adoption of the technology takes place. But in reality no technology
continues to grow exponentially for an indefinite period of time and this leads to
the curve flattening out in a later stage. This insight can be used by technology
forecasters in analyzing maturing technologies, in setting feasible research goals,
and in determining the utility of additional development spending. There are
basically two types of s-curve formulations, which can be adopted based on the
requirements of the forecaster.
Pearl - Reed Curve
The Pearl-Reed curve is symmetric about the inflection point (at y = L/2)
and plots a straight line on a semi log graph.
The pearl curve is used to track individual technologies. But the overall growth of
technologies is tracked by integrating the s-curves of all the individual curves.
Pearl-Reed Curve Formula
y = L / (1 +a * e-bt)
y Forecast variable
L Upper limit of y
a Location coefficient
b Shape coefficient
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Gompertz curve
The Gompertz curve is not symmetric about the inflection point and does
not plot a straight line on a semi log graph. But the log of L/y does plot a straight
line on a semi log graph. These curves are used to represent technologies
where the growth in the initial stage is faster than in the Pearl curve.
Gompertz Curve Formula
Y = L*(e-bt)^-kt
y Forecast variable
L Upper limit of y
b Location coefficient
k Shape coefficient
The choice of which curve to adopt depends on the dynamics of the
technology to be modeled. The slope of the pearl curve is a function of both the
present level of technology (y) and the difference between the present value and
upper limit (L-y). But the slope the Gompertz curve for large values of y is a
function only of the difference between the present value and the upper limit (L-
y). Generally the Pearl curve is used in the forecasting technology substitution,
where initial diffusion of the technology makes further substitution of technology
easier while the Gompertz curve is mostly applied to forecast absolute technical
performance.
Relevance Trees
It is an organised ‘normative’ approach starting with a particular objective
and used for forecasting as well as planning. The basic structure looks like an
organisational chart and presents information in a hierarchical structure. The
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hierarchy begins with the objectives which are further broken down into activities
and further into tasks. As one descends down, the details increase at every
level. The entries when taken together at each level describe the preceding level
completely. Also, all activities and tasks depicted should be mutually exclusive.
The principle behind using the relevance tree is to evaluate
systematically all the related technologies that would lead to the success of the
intended objective.
From the forecasting perspective, the branches represent alternatives that
are traced to a number of points, which represent deficiencies in the existing
technology. Thus, the relevance tree provides a framework for identifying the
deficiencies that need to be overcome. It is usually relevant in situations where
distinct levels of complexity can be identified and the same can be simplified by
further breaking them down.
Objective Pollution Free Road Transport
Possible solutions Electric car Piston-engined Wankel-engined

petrol car petrol car
Functions to be performed Energy source Motor Transmission
Possible solutions to Battery Internal

Fuel cell Energized
functional need (Lead / Combustion
external
source Acid)
Specific
research projects to solve
particular problems A B C D K L P Q R V W X Y Z Projects
Figure: Relevance Tree [Source: Burgelman et al. (1996)]
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Morphological Analysis
It is a normative technique developed by Fritz Zwicky which provides a
framework for exploring all possible solutions to a particular problem. The
morphological analysis involves the systematic study of the current and future
scenarios of a particular problem. Based on this study, possible gaps are
identified and the morphological analysis further provides a framework to explore
other alternatives to fill these gaps. From the forecasting perspective, the
method enables creation of a list of all the possible outcomes of a technology in
order to determine different categories of its applications. For example, even
though cardboard was developed as a material for packaging, a morphological
analysis would assess its performance and utility in other applications - given its
strength, density, and other properties, the analysis considers the possibility of
using it for sound insulation, heat insulation, and other applications.
Clocks: A Morphological Analysis

Alternates Ö 1 2 3 4
Key Parameters
Ø
Energy Source Manual Vibration Battery Solar
Winding
Energy Store Weight Store Spring Store Bimetallic Coil No Store
Motor Spring Motor Electric Motor
Regulator Balance Wheel Pendulum Tuning Fork Quartz
Gearing Pinion Drive Chain Drive Worm Drive

Indicator Device Dial Hands Slide Marks Liquid Quartz Light
Indicators
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Mission Flow Diagrams
Mission Flow Diagrams have been originally conceived by Harold Linstone
as a means of analyzing military missions. This involves mapping all the
alternative routes or sequences by which a given task can be accomplished. The
analyst needs to identify significant steps on each route and also determine the
challenges/costs associated with each route. The performance requirements can
then be derived for each associated technology and the same can be used as
normative forecasts.
Technology Life Cycle (Tlc)
The nature of a technology and its implications to firms have been
observed to undergo perceptible changes over its life span. Although it is correct
to view a TLC as a continuum, it is more convenient to consider it as a series of
discrete stages for the purpose of better understanding and analysis. A
technology typically evolves through the following stages in its life cycle’. Figures
below broadly portray the various aspects that characterize these stages.
Figure: Industry and market structures over a TLC
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Figure: Characteristics of technology over a TLC
1) Cutting-edge: This stage refers to the birth of a new technology. The primary
focus of entrepreneur(s), here, is on its Research and Development (R&D) to a
demonstrable form. Nevertheless, the need for financial support for R&D and for
testing prototypes is also a pressing concem at this stage. Although basic
research forms a major part of the effort in this stage, firms seldom do it without a
specific application in mind. However, the scope of such an application may not
be clearly known to the firm and the related knowledge may still be abstract.
Hence, the target market, and the feasibility and viability of R&D at this stage are
also uncertain.
2) State-of-the-Art: This stage in a TLC begins with the deployment of cutting-
edge technology to solve customers’ problems. The customer base state-of-the-
art technology is usually small, but sophisticated. Hence, technical specialists
are, perhaps, ideal for marketing the technology. Some of the functions, such as
engineering, manufacturing, finance and administration may have begun formally
while others may still be embryonic at this stage. Many other important functions
are carried out with the help of hired consultants or agencies. The market
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witnesses a high rate of product innovations and as a result a great product
diversity can be observed. The production process will be usually nonstandard.
Hence, the state-of-the-art technology can respond easily to the varied market
requirements, but only ineffectively and inefficiently.
3) Advanced: The gradual standardization of technological characteristics leads
to rapid market expansion. The market largely consists of less sophisticated
customers who seek all the benefits of state-of-the-art technology, but have no
desire to develop the technical expertise needed to understand the technology.
This market calls for professional marketing. The potential profits attract a large
number of competitors and hence, the technology is no longer of the hi-tech
variety available with only a few suppliers. A market shakeout, segmentation, and
further standardization are bound to occur. A firm’s survival in the market beyond
this stage indicates its relatively efficient operations. At this stage, a part of the
production system is likely to be automated, and division of labour is more
pronounced. However, there is a possibility that the rapidly increasing demand
may cause manufacturing and marketing capacity crises which will call for a
major transformation in the organization structure. Parallelly, financial and
administrative crises are also likely.
4) Mainstream / Mature: As technology enters this stage, the scope for further
product innovations reduces and process technology becomes the target of
innovative effort of firms. However, gradually, even the production process gets
so well integrated that the possibility of any major changes in product or process
technological elements will be limited and product differentiation becomes
difficult. Hence, the strategic thrust shifts to efficient and economic production for
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minimizing costs. This may be achieved by huge capital investments or shifting
the production base to the Third world. When the production costs also cease to
offer comparative advantage, the competition will shift to customer service. This
may help the firm to maintain and improve upon growth momentum and market
position. In this stage, the firm will be better managed by a professional
management team than entrepreneur/owner. The organization will have grown in
size and will call for more formal structures, communications, and systems.
5) Decline: During this stage, the scope for further improvement of the
technology diminishes rapidly. The increasing marginal cost of its improvement,
coupled with the functional superiority of the next generation technology, results
in the older technology giving way to the new one gradually. However, it may not
be easy for the new technology to wipe out the older technology one and
pervade the market. The overlap between the above successive stages of a TLC
makes it a continuous process rather than a set of discrete stages (Mohan Babu
and Ganesh, 1997).
Long Range Business Planning
Since the 1990s technology forecasting activities under various names
have gained popularity in the corporate world. Both large and small companies
today depend on TF to survive. Large companies have been using TF to
streamline R&D efforts and plan for new product developments while smaller
companies survive on technological innovation through use of proper TF
methods.
TF is directly linked to the corporate strategy of the firm. Corporate
strategy basically deals with product/service delivery, customer interactions and
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also competitive market forces. Long-Range Business Planning can be
formulated at various levels:
• Organisational level – It deals with the firm’s purpose of existence. It
aims to answer questions like ‘What are we providing”, “What is our
mission, values etc?’
• Company level – This level deals with determining product lines or
considering business which the company should enter into, develop or
divest.
• Strategic Business Unit level – This deals with developing strategic
business units – its goals and objectives and the means to achieve it.
• Functional level – It incorporates decisions like devising R&D and
marketing strategies.
With respect to technology, the above strategic perspectives aim to
address the issues:
• How can technology provide sustainable competitive advantage?
• How can technology meet the business objectives of the firm?
The following form the basic premise as firms establish linkages between
technology and business objectives:
• Technology provides a base to define the range of business
opportunities and options viable for a firm.
• It can provide a sustainable competitive advantage to the firm.
• Business strategies can be channelised using technology.
The key aspects covered by Technology Forecasting in this business context
are:
28

• Environment analysis and monitoring of global trends in order the
identity developments that may influence at the firm level or the
industry level.
• Set time horizons for each of the R&D activities based on the time
horizon of the firm’s strategy.
• Compilation of information on trends that might provide an opportunity
or impose threat on the firm in the future.
• Evaluates the direction of the existing R&D strategy and suggests
realignment, if necessary.
Technology strategy formulation has occupied centre-stage of long-range
corporate planning owing to the emergence of technology as a competitive
weapon and the need to grapple with global market forces through effective
deployment of technologies in organizations.
Formulation Of Technology Strategy

Burgelman et al (1996) conceptualize technology strategy as an
evolutionary organizational learning process, which highlights the links between
technical competencies and capabilities, technology strategy and experience.
The authors opine that technology strategy can be realized through the
enactment of several key tasks such as (i) internal and external technology
sourcing, (ii) deploying technology in product and process development (iii) using
technology in technical support activities. In turn, performing these activities
provides valuable experience that serves to augment and change firm’s technical
competencies and capabilities.
29

Maj Saren (1991) proposed a comprehensive framework for technology
strategy formulation. In this framework, paradigms, trajectories and frontiers of a
given technology forms the basis for the development of a reliable technology
forecast.
A ‘technology paradigm’ is a model or pattern of solution of selected
technological problems, based on selected principles from natural science and
on selected material technologies. ‘Technological trajectories’ are a series of
technical developments along the path which have common features either in
application of the same principle or by their application to the same technological
system. ‘Technology frontier’ can be defined as the highest level reached upon a
trajectory in terms of those technological and economic dimensions, which are
prescribed by the relevant paradigm.
The following are the key questions/issues addressed in a firm’s technology
strategy:
• Strategic decisions made with reference to technology and/or R&D.
• Can technology provide a distinctive competence and competitive
edge?
• Do technology and R&D decisions augment firm’s business strategy?
The basic steps for the development of technology strategy have been given in
the following figure (Maj Saren 1991).
30

PARADIGMS
DIAGNOSIS OF THE
TRAJECTORIES
RELEVANT
FRONTIERS
OBJECTIVES OF THE TECHNOLOGY
EXPLORATORY
SELECTION OF THE FORECASTING

NORMATIVE
CONDUCT OF THE TECHNOLOGY
IDENTIFICATION OF
TECHNOLOGICAL
MARKET / INTERNAL
COMPETITIVE TECHNOLOGY /
TECHNOLOGY STRATEGY R&D COMPETENCES
OPPORTUNITIES
AND RESOURCES
EXISTING / NEW PRODUCT
The ability of a firm to evolve a technology strategy depends on its
understanding of the process and dynamics of technological change and
diffusion; identifying the objectives of the technology forecast; and selection of
the right technological forecasting technique. The objective of technology
strategy is to identify technological opportunities (for acquisition and/or
exploitation) in the context of its internal resources/competences and availability
of market growth avenues.
While firms incorporate technology issues within their overall business
strategies, governments formulate technology policies for strengthening
institutional mechanisms that infuse technological dynamism in industries (Sharif,
1994).
31

Intellectual Property Rights
Intellectual property is based on the power of imagination. It is the ability
to stand on the existing knowledge, and see beyond, to the next frontier of
discovery, that leads to the personal, cultural and economic advancement.
Intellectual Property (IP) is a legal concept which deals with creations of human
ingenuity. Human expression in the form of inventions, literary, artistic and
musical works, symbols, names and images used in commerce etc. IP Right
(IPR) is a legal protection given to such manifestation of human mind and effort.
Basically IPR is an arrangement between the creator and the State for legal
protection of the invention to enable commercial benefits in lieu of the full
disclosure of his invention to the humanity adding stock to the existing knowledge
for the betterment of society.
In law, intellectual property (IP) is an umbrella term for various legal
entitlements which attach to certain types of information, ideas, or other
intangibles in their expressed form. The holder of this legal entitlement is
generally entitled to exercise various exclusive rights in relation to the subject
matter of the IP. The term intellectual property reflects the idea that this subject
matter is the product of the mind or the intellect, and that IP rights may be
protected at law in the same way as any other form of property.
Intellectual property laws vary from jurisdiction to jurisdiction, such that the
acquisition, registration or enforcement of IP rights must be pursued or obtained
separately in each territory of interest. However, these laws are becoming
increasingly harmonised through the effects of international treaties such as the
1994 World Trade Organization (WTO) Agreement on Trade-Related Aspects of
32

Intellectual Property Rights (TRIPs), while other treaties may facilitate registration
in more than one jurisdiction at a time. Certain forms of IP rights do not require
registration in order to be enforced.
Intellectual property laws confer a bundle of exclusive rights in relation to
the particular form or manner in which ideas or information are expressed or
manifested, and not in relation to the ideas or concepts themselves (see idea-
expression divide). It is therefore important to note that the term "intellectual
property" denotes the specific legal rights which authors, inventors and other IP
holders may hold and exercise, and not the intellectual work itself.
Intellectual property laws are designed to protect different forms of
intangible subject matter, although in some cases there is a degree of overlap.
Copyright may subsist in creative and artistic works (eg. books, movies, music,
paintings, photographs and software), giving a copyright holder the exclusive
right to control reproduction or adaptation of such works for a certain period of
time.
A patent may be granted in relation to an invention that is new, useful and
not simply an obvious advancement over what existed when the application was
filed. A patent gives the holder an exclusive right to commercially exploit the
invention for a certain period of time (typically 20 years from the filing date of a
patent application).
A trademark is a distinctive sign which is used to distinguish the products
or services of one business from those of another business.
An industrial design right protects the form of appearance, style or design
of an industrial object (eg. spare parts, furniture or textiles).
33

A trade secret (also known as "confidential information") is an item of
secret, non-public information concerning the commercial practices or proprietary
knowledge of a business.
Patents, trademarks and designs fall into a particular subset of intellectual
property known as industrial property. (Source: Wikipedia)
Institutional Mechanisms In India
Department of Science & Technology (DST) was established in May 1971,
with the objective of promoting new areas of Science & Technology and to play
the role of a nodal department for organising, coordinating and promoting S&T
activities in the country. DST has major responsibilities for specific projects and
programmes:
• Formulation of policy statements and guidelines on science and
technology; and coordination of areas of science and technology, in
which a number of institutions and departments have interests and
capabilities;
• Support to basic and applied research in national institutions
throughout the country and provision of minimum infrastructural
facilities for testing and instrumentation;
• Support to autonomous research institutions, whose specialisation
range from advanced medical research materials to astronomy;
• Support knowledge-based and innovation driven entrepreneurship
development to create self-employment opportunities;
34

The Technology Information, Forecasting and Assessment Council
(TIFAC) is a registered society under Department of Science & Technology.
TIFAC was established in 1988 with the following objectives:
• Undertake technology assessment and forecasting studies in
selected areas of national economy.
• Watch global trends and formulation of preferred options for India.
• Promotion of key technologies, and
• Provide information on technologies.
The goals of TIFAC include generation of Technology Forecasting /
Technology Assessment / Techno Market Survey documents, developing on-line
nationally accessible information system, promotion of technologies and evolving
suitable mechanism for testing of technology and enabling technology transfer as
well as commercialization. TIFAC produced more than 200 reports including the
25 document series on Technology Vision up to 2020 and 16 document series on
S&T in different sectors. TIFAC has been identified by industry, institutions and
administrators as a store house of advanced information on almost all areas of
technology – both global and Indian.
35

REFERENCES
Ayres, Robert U. 1989. The future of technological forecasting. Technological

Forecasting and Social Change, Vol.36, pp.49-60.
Betz, Frederick 1998. Managing Technological Innovation, John Wiley, McGraw-Hill,

New York.
Betz, Frederick 1994. Strategic Technology Management, McGraw-Hill, New York.
Bowonder, B. and P.K. Rohatgi 1975. Technological forecasting: Applicability,

relevance and future crisis; Analysis in a developing country. Technological Forecasting
and Social Change, Vol.7, pp.233-256.
Bright, James R. and Milton E.F. Schoeman (eds.) 1973. A Guide to Practical
Technological Forecasting, Prentice -Hall, London.
Brody, Herb 1991. Great expectations: Why technology predictions go awry. IEEE
Engineering Management Review, Vol.19, No.3, pp.20-23.
Burgelman, Robert A., Modesto A. Maidique and Steven C. Wheelwright 1996.

Strategic Management of Technology and Innovation, Irwin, Chicago.
Ferré, Frederick 1988. Philosophy of Technology, Prentice-hall, New Jersey.
Gaynor, Gerard H. 1989. Managing technology - Managers don’t grow on trees.

Proceedings of the Second International Conference on Engineering Management,
Ontario, Canada, pp.140-146.
Gendron, B. 1977. Technology and Human Condition, St. Martin’s Press, New York.
Jantsh, Erich 1977. Technology Forecasting in Perspective, OECD, Paris.
Linstone, Harold A. 1999. Decision Making For Technology Executives, Artech House,
London.
Linstone, Harold A. and Devendra Sahal 1976. Technological Substitution:

Forecasting Techniques and Applications, Elsevier Science Publishers, Amsterdam.
Meade, Nigel and Towhididul Islam 1998. Technological forecasting - Model

Selection, Model Stability, and Combining Models, Management Science; Vol.44, No.8;
pp. 1115-1130.
Martino, Joseph P. 2003. A review of selected recent advances in technological

forecasting, Technological Forecasting and Social Change, Vol.70, pp.719-733.
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Martino, Joseph P. 1993. Technological Forecasting for Decision Making, American

Elsevier Publishing Company, New York.
Mohan Babu, G.N., and L.S. Ganesh, “An Integrated Conceptual Model Of
Relationships Among Different Types of Innovations”, Conference proceedings,
PICMET, July 1997.
Pillai, Sivathanu, A. 2005. Technology Leadership: A revolution in the making, Tata

McGraw-Hill Publishing Company, New Delhi.
Rastogi, P.N. 1995. Management of Technology and Innovation, Sage Publications, New
Delhi.
Rohatgi, P.K., Kalpana Rohatgi and B.Bowonder, 1979. Technological Forecasting,

Tata McGraw-Hill Publishing Company, New Delhi.
Saren, Maj 1991. Technology diagnosis and forecasting for strategic development.
Management Science, Vol.19, No.1, pp.7-15.
Saviotti, P.P. (1985) An approach to the measurement of technology based on the

Hedonic Price method and related methods. Technological Forecasting and Social
Change, Vol.27, pp.309-334.
Sharif, M. Nawaz (1986) Measurement of technology for national development.

Technological Forecasting and Social Change, Vol.29, pp.119-172.
Sharif, M. Nawaz, 1994. Integrating business and technology strategies in developing

countries. Technological Forecasting and Social Change, Vol.45, pp.151-167.
Stoneman, Paul The Economic Analysis of Technological Change, Oxford University

Press, Oxford, UK, 1983
*****
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What are some definitions of technology discussed in the text?

What are some definitions of technology discussed in the text?

What are some issues embraced by technology management according to the text?

What are some issues embraced by technology management according to the text?

Management Science II Dr. Prakash Sai L.

of production possibilities, techniques, methods and processes by which

has defined technology as “practical implementations of intelligence”. However,

Gendron (1977) has provided a more comprehensive definition:

“A technology is any systematized practical knowledge, based on

experimentation and/or scientific theory, which is embodied in productive

skills, organization, or machinery”.

The role of technology in fostering economic growth of nations and

enhancing their industrial competitiveness has been widely recognized, through

its domineering influence over industrial productivity. Further, technology has

emerged as the most important resource that contributes directly to socio-

economic development. Hence, technology is viewed from various perspectives:

as an ‘engine for economic development’, as a ‘strategic resource’, and as a

‘competitive weapon’. This necessitates effective management of technology - at

aims at planning and developing the technological capabilities of an organization

or a nation, has now occupied the centre stage of decision-making.

Indian Institute of Technology Madras

Gaynor (1989) has provided the following description of TM:

“Managing technology is a method of operation that leverages human

resources, technology and other business assets by optimizing the

relationships between the technology functions of the business enterprise. It

is the process of integrating science, engineering and managing with

research, development and manufacturing in order to meet the operational

goals of the business unit effectively, efficiently and economically. It

includes managing the totality of the technology operations from concept

TM embraces several interconnected issues such as: technology policy;

technological forecasting and assessment; technology strategy; technology

transfer; technology-induced as well as market-oriented Research and

Development (R&D); process technology and product technology and their

continuing improvement; human resource management in terms of innovative

capabilities, flexibility and contribution; and technology project management.

Gaynor (1989) has provided the following description of TM:

“Managing technology is a method of operation that leverages human resources,

technology and other business assets by optimizing the relationships between

the technology functions of the business enterprise. It is the process of

integrating science, engineering and managing with research, development and

manufacturing in order to meet the operational goals of the business unit

effectively, efficiently and economically. It includes managing the totality of the

technology operations from concept through commercialization”.

Indian Institute of Technology Madras

TM embraces several interconnected issues such as: technology policy;

technological forecasting and assessment; technology strategy; technology

transfer; technology-induced as well as market-oriented Research and

Development (R&D); process technology and product technology and their

continuing improvement; human resource management in terms of innovative

capabilities, flexibility and contribution; and technology project management.

organized and systematic discipline. As TM embraces several interconnected

micro-levels and an effective macro-micro linkage.

Macro technology management commonly refers to technology management at the

national level. It includes:

• Planning for the development of technological capabilities at the national

• Identification of key sectoral technology and related fields to be developed.

• Determining ‘make’ or ‘buy’ decisions, i.e., whether importation or self-

• Establishment of institutional mechanisms for directing and coordinating the

development of national technological capabilities.