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Structures of Strategic Management of Technology in a Conceptual Framework of Enterprise Practice
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The purpose of this research is to introduce structures of strategic management
of technology as elements in a conceptual framework.
Design/methodology/approach: The approach of this study is abductive. The original framework
is expanded and validated through inference to findings of large and small to medium-sized
enterprise practices through interviews, finally ending on theory matching.
Findings – The entire field of MOT (Management of Technology) is perceived complex,
and there is contingency and immaturity in practices. Practitioners unanimously consider
the elements of strategic management of technology as important for sustaining enterprise
competitiveness. We suggest that strategic technology management should be evolved as
a distinctive managerial discipline in multifunctional organizations. The need for systematic
MOT practices in a company changes over time, depending on the life stage and size of the
company. As a company matures and grows, management of technology practices can be
assumed to develop accordingly.
Research limitations/implications – This research did not intend to reveal how practices are
implemented, or what their maturity, effectiveness and efficiency is. The framework presented in
this paper is suggested to provide premise for further theory development and to be applicable as
a frame of reference for designing strategic MOT practices in enterprises.
Originality/value: In the absence of commonly agreed frameworks, elements of strategic technology
management are discovered in this paper. For the framework development, integrated management
theory is applied to consider technology management in strategic dimension. Companies should
consider establishing and integrating strategic technology management as a distinguishing
managerial discipline amongst other organizational functions.
NONE
Structures of Strategic Management of Technology in a Conceptual Framework of Enterprise Practice
Management
English
International Journal of Synergy and Research
2012
1-20
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