Technology management

Abstract: The first edition of Managing Innovation quickly became established as a bestselling text for MBA and MSc course on management of technology, innovation management, and entrepreneurship. It was also widely used by managers in both service and manufacturing sectors. In this second edition, Tidd, Bessant and Pavitt have provided a thorough update and included new material that reflects the latest developments in research and practice into the management of innovation.

Abstract: The rapid growth of investment in information technology (IT) by organizations worldwide has made user acceptance an increasingly critical technology implementation and management issue While such acceptance has received fairly extensive attention from previous research, additional efforts are needed to examine or validate existing research results, particularly those involving different technologies, user populations, and/or organizational contexts In response, this paper reports a research work that examined the applicability of the Technology Acceptance Model (TAM) in explaining physicians' decisions to accept telemedicine technology in the health-care context The technology, the user group, and the organizational context are all new to IT acceptance/adoption research The study also addressed a pragmatic technology management need resulting from millions of dollars invested by health-care organizations in developing and implementing telemedicine programs in recent years The model's overall fit, explanatory power, and the individual causal links that it postulates were evaluated by examining the acceptance of telemedicine technology among physicians practicing at public tertiary hospitals in Hong Kong Our results suggested that TAM was able to provide a reasonable depiction of physicians' intention to use telemedicine technology Perceived usefulness was found to be a significant determinant of attitude and intention but perceived ease of use was not The relatively low R-square of the model suggests both the limitations of the parsimonious model and the need for incorporating additional factors or integrating with other IT acceptance models in order to improve its specificity and explanatory utility in a health-care context Based on the study findings, implications for user technology acceptance research and telemedicine management are discussed

Abstract: There is currently a broad awareness of open innovation and its relevance to corporate R&D. The implications and trends that underpin open innovation are actively discussed in terms of strategic, organizational, behavioral, knowledge, legal and business perspectives and its economic implications. This special issue aims to advance the R&D, innovation, and technology management perspective by building on past and present studies in the field and providing future directions. Recent research, including the papers in this special issue, demonstrates an increasing range of situations where the concept is regarded as applicable. Most research to date has followed the outside-in process of open innovation, while the inside-out process remains less explored. A third coupled process of open innovation is also attracting significant research attention. These different processes show why it is necessary to have a full understanding of how and where open innovation can add value in knowledge-intensive processes. There may be a need for a creative interpretation and adaptation of the value propositions, or business models, in each situation. In other words, there are important implications for new and emerging methods of R&D management.

Abstract: This paper draws together knowledge from a variety of fields to propose that innovation management can be viewed as a form of organisational capability. Excellent companies invest and nurture this capability, from which they execute effective innovation processes, leading to innovations in new product, services and processes, and superior business performance results. An extensive review of the literature on innovation management, along with a case study of Cisco Systems, develops a conceptual model of the firm as an innovation engine. This new operating model sees substantial investment in innovation capability as the primary engine for wealth creation, rather than the possession of physical assets. Building on the dynamic capabilities literature, an "innovation capability" construct is proposed with seven elements. These are vision and strategy, harnessing the competence base, organisational intelligence, creativity and idea management, organisational structures and systems, culture and climate, and management of technology.