Management Of Technology Overview

Principles

Definition

Management of technology is an interdisciplinary field of study and practice that examines how organizations strategically manage the processes of technological innovation, development, acquisition, deployment, and exploitation to enhance competitiveness, drive growth, and achieve organizational objectives within dynamic environments.

Ontological type

Core Frameworks

Strategic Roles

Organizational Capabilities

Key developments

Key Figures

Technology Internalization era

Bruce Kogut [1] is associated with the University of Pennsylvania [3] and the Stockholm School of Economics [4] in the Technology Internalization era. His key contributions in this era center on Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology [7], highlighting how firms internalize tacit capabilities and replicate know-how to govern technology interfaces amid rising information technologies and coordination costs. David J. Teece [2] is associated with Stanford University [5] and the University of California, Berkeley [6] during this era. His work, notably Technology Transfer by Multinational Firms: The Resource Cost of Transferring Technological Know-How [8], analyzed the resource costs of transferring tacit know-how and shaped governance and strategy for technology internalization in multinational contexts.

Knowledge-Centric Integration era

Representative figures of the Knowledge-Centric Integration era include Ikujiro Nonaka and Hirotaka Takeuchi, who articulated the SECI model of knowledge creation and conversion that links tacit and explicit knowledge to technology-enabled routines. Thomas H. Davenport and Laurence Prusak reframed knowledge management as a strategic asset, detailing knowledge flows, codification practices, and governance structures that embed IT-enabled processes into organizational practice. James G. March's exploration-exploitation framework, together with Tushman and O'Reilly's ambidextrous organization concept, underscored governance, culture, and flexible organizational designs as keys to scalable learning and innovation in technology use. Argyris and Schön's organizational learning theory, with emphasis on double-loop learning, further supported practice-based approaches by urging reflective routines that align knowledge practices with strategic performance.

Digital Open Innovation era

Boris Otto [1] is affiliated with Dartmouth College [3] and TU Dortmund University [4] during the Digital Open Innovation era. He contributed Design Principles for Industrie 4.0 Scenarios [7], articulating design principles for flexible, interconnected production and platform-oriented architectures that helped anchor open digital collaboration in this era. Morteza Ghobakhloo [2] is associated with Uppsala University [5] and Universiti Putra Malaysia [6] in this era. His work The future of manufacturing industry: a strategic roadmap toward Industry 4.0 [8] offers a blueprint for guiding digital open innovation within manufacturing ecosystems and highlights roadmapping as a governance mechanism for Industry 4.0 transformation.