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Journal articles on the topic '150307 Innovation and Technology Management'

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Published: 10 December 2022
Last updated: 28 January 2023

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1

Burdett, John O. "The $150.00 challenge." Team Performance Management: An International Journal 4, no. 7 (November 1998): 291–305. http://dx.doi.org/10.1108/13527599810245234.

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2

Santos, Denise Ribeiro dos, Gabriela Alves Tenório de Morais, and Alberto Casado Lordsleem. "Losses and Productivity Parameters for Cladding Technology with Wet-Process Sprayed Mortar." Open Construction and Building Technology Journal 12, no. 1 (June 14, 2018): 197–215. http://dx.doi.org/10.2174/1874836801812010197.

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Background and Objective:The wet-process sprayed mortar is a potential solution to minimize the traditional application negative points. However, its use is still incipient and a recent technological innovation in several regions of Brazil. Few available parameters that attest gains to subsidize the budget, design, and execution of cladding are systematized. This paper aims to evaluate the industrialized mortar loss and labor productivity in the execution of internal and external cladding for buildings.Methods:The first step was to define the elements to characterize the constructive cladding technology with mechanical projection of mortar and method for effective data collection. The second step consisted in the accomplishment of the field research, which took into account the case studies in 08 buildings under construction. The third step intended to describe the best practices highlighted in the construction works analyzed and the fourth step described the identification of actions able to succeed in the implementation and operation of the system.Result:The results allowed verifying industrialized mortar loss varying from 6.38% to 150.02%, as well as masons’ productivity from 0.18M’hr/m2up to 5.91M’hr/m2. The present research also made it possible to identify factors influencing the increase in the loss indicator, such as the fresh mortar consistency, failure in the transport and control of bagged materials, and high thicknesses in the cladding layer. As for the factors that favored productivity, it is important to highlight: the experience of the masons involved, the mortar application to the windows, and good logistics for the transportation of bagged goods.Conclusion:Identification of the best practices, opportunities to improve production management, and obtainment of quantitative references comprise the main contributions of this research, which may help in adoption of this technology and solution of similar problems by construction companies.
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3

Jaros, Stephen. "Book review: The Oxford Handbook of Critical Management Studies Mats Alvesson, Todd Bridgman and Hugh Willmott (eds). Oxford: Oxford University Press, 2009. xxi + 582 pp. ISBN 9780199237715, $150.00 (USA)." Management Learning 41, no. 5 (October 27, 2010): 603–9. http://dx.doi.org/10.1177/13505076100410050604.

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Jaros, Stephen. "Book review: The Oxford Handbook of Critical Management Studies Mats Alvesson, Todd Bridgman and Hugh Willmott (eds). Oxford: Oxford University Press, 2009. xxi+582 pp. $150.00 (hbk). ISBN 9780199237715 (hbk)." Management Learning 41, no. 3 (June 24, 2010): 358–64. http://dx.doi.org/10.1177/13505076100410030605.

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5

Tuominen, Markku, and Marko Torkkeli. "Innovation of technology management." International Journal of Production Economics 80, no. 1 (November 2002): 1–2. http://dx.doi.org/10.1016/s0925-5273(02)00237-2.

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6

Collins, L. "Innovation everywhere [innovation technology]." Engineering Management 17, no. 2 (April 1, 2007): 14–18. http://dx.doi.org/10.1049/em:20070202.

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7

Paes, Wander de Moraes. "Management Technology: guidelines for innovation." Latin American Journal of Development 3, no. 5 (September 3, 2021): 2879–98. http://dx.doi.org/10.46814/lajdv3n5-010.

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Nowadays the concept and practice about technology management should be thought inside a complex environment in relation with the dynamics information came from other areas. A interdisciplinary concept involved with the dynamic relationship that should be oriented to harness collaboration and integration among the actors and knowledge into digital environment. This perspective reflects the technology management practices and concepts in the context related with other areas, therefore, this point of view is necessary to apply innovated process in order to develop product and service onto Internet environment. So, this article fills a knowledge gap lived currently in most organizations. Objective: Development a set of directives to be considers during managements practices within organizations and project for developing product and services onto digital environment. This article does not have a proposal to present a method for enabling a kind of innovation solution, but a set of policies and recommendations necessary to achieve the best result in order to develop a product and services via innovation mindset. Method: Review and analysis problems with adaptive comprehension involved with management practices and concept. We present these approaches with and interrelationship environment, which can improve the comprehension analyzing approaches from others areas and body of knowledge. This mindset is necessary to mitigate many of the problems and improve the innovation idea applied on developing product and services on internet environment. We present this concept of a “management oriented to innovation” as a pattern of thinking to be argue from managers, used to perform an innovation process and task at various levels and development product and services. A kind of prototype implementation called Innovation that is a process related with a some others areas outside technology . Results : On the basis of these analyses, we propose a policy and guidelines for supporting an innovation initiative is a result of interactions with others areas and concept not necessary inside of technology respects. We develop an mind set architecture for innovation system based on the metaphor of a “innovation” . Finally, we describe this architecture, with an interface with others concept , for planning and implementing products and services for WEB. A set of adaptive and interrelationship subjects to insight management practices necessary to improve and follow the tendency of technology applied to new market and business. Conclusion: This article offers multi-level reflections and references to enhance the performance manager skill at manageable practices to deal with developing process to create innovative environment, products and services for digital environment. Hoje em dia, o conceito e a prática sobre gestão tecnológica devem ser pensados dentro de um ambiente complexo em relação com a informação dinâmica proveniente de outras áreas. Um conceito interdisciplinar envolvido com a relação dinâmica que deve ser orientada para aproveitar a colaboração e a integração entre os actores e o conhecimento no ambiente digital. Esta perspectiva reflecte as práticas e conceitos de gestão tecnológica no contexto relacionado com outras áreas, portanto, este ponto de vista é necessário para aplicar processos inovadores a fim de desenvolver produtos e serviços no ambiente da Internet. Assim, este artigo preenche uma lacuna de conhecimento vivida actualmente na maioria das organizações. Objectivo: Desenvolver um conjunto de directivas a serem consideradas durante as práticas de gestão dentro das organizações e projectos de desenvolvimento de produtos e serviços para o ambiente digital. Este artigo não tem uma proposta para apresentar um método que permita uma espécie de solução inovadora, mas um conjunto de políticas e recomendações necessárias para alcançar o melhor resultado, a fim de desenvolver um produto e serviços através de uma mentalidade inovadora. Método: Revisão e análise de problemas de compreensão adaptativa envolvidos com práticas e conceitos de gestão. Apresentamos estas abordagens com e ambiente de inter-relação, que podem melhorar a compreensão analisando abordagens de outras áreas e corpo de conhecimento. Esta mentalidade é necessária para mitigar muitos dos problemas e melhorar a ideia de inovação aplicada no desenvolvimento de produtos e serviços no ambiente da Internet. Apresentamos este conceito de "gestão orientada para a inovação" como um padrão de pensamento a ser defendido pelos gestores, utilizado para realizar um processo e tarefa de inovação a vários níveis e desenvolvimento de produtos e serviços. Uma espécie de implementação de protótipo chamada Inovação que é um processo relacionado com algumas outras áreas fora da tecnologia . Resultados : Com base nestas análises, propomos uma política e orientações para apoiar uma iniciativa de inovação é o resultado de interacções com outras áreas e conceitos não necessários dentro dos aspectos tecnológicos. Desenvolvemos uma arquitectura de conjunto de mentes para um sistema de inovação baseado na metáfora de uma "inovação" . Finalmente, descrevemos esta arquitectura, com uma interface com outros conceitos , para o planeamento e implementação de produtos e serviços para a WEB. Um conjunto de temas adaptativos e de inter-relação com as práticas de gestão de insight necessárias para melhorar e seguir a tendência da tecnologia aplicada a novos mercados e negócios. Conclusão: Este artigo oferece reflexões e referências a vários níveis para melhorar a capacidade do gestor de desempenho em práticas geríveis para lidar com o desenvolvimento de processos para criar um ambiente inovador, produtos e serviços para o ambiente digital.
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8

SCHEWE, GERHARD. "Integrating Innovation and Technology Management." R&D Management 21, no. 3 (July 1991): 255–56. http://dx.doi.org/10.1111/j.1467-9310.1991.tb00767.x.

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9

Gaynor, Gus. "Management of technology and innovation." IEEE Engineering Management Review 45, no. 4 (2017): 6–8. http://dx.doi.org/10.1109/emr.2017.2769738.

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10

Silva, Luan Carlos Santos, Silvia Gaia, Carla Schwengber ten Caten, and Renata Tilemann Facó. "Technology Transfer and Innovation Management." International Journal of Knowledge Management 13, no. 2 (April 2017): 49–64. http://dx.doi.org/10.4018/ijkm.2017040104.

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The goal consisted in analyzing the innovation management process and the technology transfer between Industry-University in the TTOs of the public universities in the state of Paraná, Brazil. The research is of Practical Research nature. The approach is qualitative and as a technical procedure it was used the case study. The research analyzed the faced challenges, strategies and actions taken in the TTOs that got a better result in stage 1. It was possible to identify that the offices have highly capacitated in a level of excellency in different areas of graduation, however with difficulties to stablish an internal relationship between its members, professors and research groups from the university. They find it difficult external problems. The government, universities and institutions must create transfer mechanisms connected to the form of the technology demand, innovation and the enterprises characteristics.
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11

Simpson, Joseph J. "4.3.1 Innovation and Technology Management." INCOSE International Symposium 12, no. 1 (August 2002): 596–603. http://dx.doi.org/10.1002/j.2334-5837.2002.tb02515.x.

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12

Dror, Israel. "Technology Innovation Indicators." R&D Management 19, no. 3 (July 1989): 243–49. http://dx.doi.org/10.1111/j.1467-9310.1989.tb00645.x.

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13

Shehada, Muna, and F. V. Akulinin. "Innovation and information technology in management." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 9 (September 1, 2021): 68–72. http://dx.doi.org/10.33920/pro-3-2109-09.

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Information technology, artificial intelligence and other innovative areas of economic development allow manufacturers to reduce their operating costs by improving resource planning. Optimizing supply chain management (SCM) can improve the efficiency of all business processes in an organization, while reducing costs and increasing financial sustainability.
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14

Hwang, Ahn-Sook. "Integrating Technology, Marketing and Management Innovation." Research-Technology Management 47, no. 4 (July 2004): 27–31. http://dx.doi.org/10.1080/08956308.2004.11671638.

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15

Seeley, Charles P. "Technology management: Case studies in innovation." Journal of Engineering and Technology Management 10, no. 3 (September 1993): 307–10. http://dx.doi.org/10.1016/0923-4748(93)90073-r.

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16

Sahay, A. "Managing Innovation and Technology." Vision: The Journal of Business Perspective 9, no. 4 (October 2005): 65–70. http://dx.doi.org/10.1177/097226290500900406.

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17

Vish Krishnan, Viswanathan, Junghee Lee, Oleksiy Mnyshenko, and Hyoduk Shin. "Inclusive Innovation: Product Innovation in Technology Supply Chains." Manufacturing & Service Operations Management 21, no. 2 (April 2019): 327–45. http://dx.doi.org/10.1287/msom.2018.0746.

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18

Vega-Jurado, Jaider, David Juliao-Esparragoza, Carlos D. Paternina-Arboleda, and Milena C. Velez. "Integrating Technology, Management and Marketing Innovation through Open Innovation Models." Journal of technology management & innovation 10, no. 4 (December 2015): 85–90. http://dx.doi.org/10.4067/s0718-27242015000400009.

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19

Linton, Jonathan D., and George T. Solomon. "Technology, Innovation, Entrepreneurship and The Small Business-Technology and Innovation in Small Business." Journal of Small Business Management 55, no. 2 (February 13, 2017): 196–99. http://dx.doi.org/10.1111/jsbm.12311.

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20

Brockhoff, Klaus. "The Emergence of Technology and Innovation Management." Technology & Innovation 19, no. 2 (September 23, 2017): 461–80. http://dx.doi.org/10.21300/19.2.2017.461.

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21

Dolby, R. E. "Management processes for innovation in joining technology." Journal of the Japan Welding Society 71, no. 1 (2002): 9–11. http://dx.doi.org/10.2207/qjjws1943.71.9.

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22

Woodard, Beth S., and Lisa Janicke Hinchliffe. "Technology and Innovation in Library Instruction Management." Journal of Library Administration 36, no. 1-2 (January 2002): 39–55. http://dx.doi.org/10.1300/j111v36n01_04.

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23

Linton, Jonathan D., and Narongsak (Tek) Thongpapanl. "PERSPECTIVE: Ranking the Technology Innovation Management Journals*." Journal of Product Innovation Management 21, no. 2 (March 2004): 123–39. http://dx.doi.org/10.1111/j.0737-6782.2004.00062.x.

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24

Nieves, Julia, and Javier Osorio. "Using information technology to achieve management innovation." Academia Revista Latinoamericana de Administración 32, no. 1 (March 4, 2019): 20–39. http://dx.doi.org/10.1108/arla-02-2016-0037.

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PurposeThe purpose of this paper is to assess the relationship between information technology (IT) use and management innovation through the mediator role of knowledge-based resources.Design/methodology/approachThe paper presents empirical evidence from a survey of 109 companies that run hotel establishments in the Spanish territory. A model of relationships is proposed and tested through a system of structural equations.FindingsThe use of IT favors the development of organizational knowledge and the ability to integrate this knowledge. Moreover, a positive and direct relationship was found between IT use and management innovation, and indirectly through organizational knowledge and knowledge integration capability.Research limitations/implicationsThe designed questionnaire did not include any questions related to specific IT tools that could contribute to better knowledge management practices in hospitality organizations, but rather generic questions about IT use. The large number of IT tools that can potentially support knowledge management practices in hospitality companies would make the questionnaire unwieldy for its target respondents.Originality/valueThis paper sheds light on a topic that has hardly been studied in the services literature. Specifically, it addresses the way organizations can facilitate management innovation through the use of IT, while considering the mediator role of knowledge-based resources.
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25

Linton, Jonathan. "Ranking of technology and innovation management journals." Technovation 26, no. 3 (March 2006): 285–87. http://dx.doi.org/10.1016/j.technovation.2006.01.002.

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ZWECK, AXEL. "TOWARDS AN INTEGRATED TECHNOLOGY AND INNOVATION MANAGEMENT." International Journal of Innovation and Technology Management 10, no. 02 (April 2013): 1340002. http://dx.doi.org/10.1142/s0219877013400026.

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The issues of innovation accompanying measures like technology forecasting, technology assessment, evaluation, technology transfer, and others are discussed frequently but handled more or less separately in practice. The lack of adjustment between these innovation accompanying measures causes a suboptimal result in supporting the innovation process. The development of the nanotechnology funding strategy in Germany which was guided by an integrated approach of technology and innovation management activities is presented in the following article. This approach is discussed as a way to overcome this deficit of insufficient conjunction between innovation accompanying measures. This activity ranges from technological forecasting activities, the definition of application fields and market surveys to early technological assessment activities in different dimensions combined with communication measures. The integrated approach facilitated the early detection of relevant actors of further innovation process as well as possible "show stoppers" and corresponding actions. Herewith, the importance of accompanying innovation measures and their adjustment in research funding of new technologies is underlined.
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27

Galeitzke, Mila, Erik Steinhöfel, Ronald Orth, and Holger Kohl. "Intellectual Capital-Driven Technology and Innovation Management." International Journal of Innovation and Technology Management 14, no. 05 (September 18, 2017): 1750028. http://dx.doi.org/10.1142/s0219877017500286.

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The significance of intangible resources with regard to business success in general has evidently increased. This paper aims to draw conclusions on a broad empirical basis with regard to internal drivers of innovation and related differences between manufacturing and service enterprises. Measures to improve the enterprises’ innovation capability are studied on the basis of 38 intellectual capital statements. Furthermore, the data gained from a large scale survey among more than 1000 enterprises is analyzed with regard to product as well as process innovation. In subsequence, the results of both analyses are matched and compared.
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Miki, Toshikatsu. "Management of Technology (MOT) for Products Innovation." Proceedings of Conference of Chugoku-Shikoku Branch 2004.II (2004): 1–3. http://dx.doi.org/10.1299/jsmecs.2004.ii.1.

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Hamilton, Leonora C., and Ramachandra Asundi. "Technology usage and innovation." Management Research News 31, no. 11 (September 12, 2008): 830–45. http://dx.doi.org/10.1108/01409170810913033.

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BETZ, FREDERICK, and TAREK M. KHALIL. "TECHNOLOGY AND FINANCIAL INNOVATION." International Journal of Innovation and Technology Management 08, no. 01 (March 2011): 1–25. http://dx.doi.org/10.1142/s0219877011002155.

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This case study examines the global financial debacle of 2007–2008 to see the roles in which technology played in new financial schemes. It uses theory about social-technical systems and applications of technology to analyze the case. It identifies theoretical issues in which MOT can relate to classical economic theory.
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31

Ortt, J. Roland, and Patrick A. van der Duin. "The evolution of innovation management towards contextual innovation." European Journal of Innovation Management 11, no. 4 (October 3, 2008): 522–38. http://dx.doi.org/10.1108/14601060810911147.

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32

Lopes, Daniel Paulino Teixeira, and Allan Claudius Queiroz Barbosa. "Management and organizational innovation in Brazil: evidence from technology innovation surveys." Production 24, no. 4 (September 24, 2013): 872–86. http://dx.doi.org/10.1590/s0103-65132013005000076.

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33

Schiederig, Tim, Frank Tietze, and Cornelius Herstatt. "Green innovation in technology and innovation management - an exploratory literature review." R&D Management 42, no. 2 (February 22, 2012): 180–92. http://dx.doi.org/10.1111/j.1467-9310.2011.00672.x.

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34

Lee, Soonchul, and Michael E. Treacy. "Information technology impacts on innovation." R&D Management 18, no. 3 (July 1988): 257–71. http://dx.doi.org/10.1111/j.1467-9310.1988.tb00592.x.

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35

Nelson, Richard R., and Katherine Nelson. "Technology, institutions, and innovation systems." Research Policy 31, no. 2 (February 2002): 265–72. http://dx.doi.org/10.1016/s0048-7333(01)00140-8.

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36

Ikävalko, Heini, and Tea Lempiälä. "Innovation contests, routine dynamics and innovation management." Creativity and Innovation Management 28, no. 2 (January 30, 2019): 191–202. http://dx.doi.org/10.1111/caim.12299.

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37

Lopes, Daniel Paulino Teixeira, Naldeir dos Santos Vieira, Allan Claudius Queiroz Barbosa, and Cristina Parente. "Management innovation and social innovation: convergences and divergences." Academia Revista Latinoamericana de Administración 30, no. 4 (November 6, 2017): 474–89. http://dx.doi.org/10.1108/arla-05-2016-0150.

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Purpose The purpose of this paper is to discuss recent developments in the fields of management innovation and social innovation, in order to discover any possible convergences and divergences between them. Design/methodology/approach By examining the state of the art of the literature in both fields of study, this paper proposes a framework of theoretical approaches, conceptual dimensions, goals and objectives, processes, agents, outcomes, methods, and literature gaps. Findings There are substantial differences between management and social innovation in terms of theoretical and conceptual foundations. Although both share similarities given the relevance of technology and their focus on social relations, their generation and diffusion processes, among their other characteristics, are distinct. Research limitations/implications As this is a theoretical paper concerning innovations that involve social elements at their core, the challenge is to incorporate technological innovation into the theoretical framework. This would help empirically oriented research on more types of innovation. Practical implications The agenda of practitioners, scholars, government, and civil society should take different types of innovation into account, particularly those that go beyond technology. Originality/value This paper contributes to a better understanding of innovations that go beyond technology, by analysing innovations (i.e. management and social innovation) that involve social aspects at their core. Few researchers have analysed these types of innovations jointly.
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Brown, Christopher J., and Philip Frame. "Subjectivity in innovation management." International Journal of Innovation and Learning 1, no. 4 (2004): 351. http://dx.doi.org/10.1504/ijil.2004.005496.

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Gaynor, Gerard. "Managing technology and innovation." IEEE Engineering Management Review 45, no. 4 (2017): 15–17. http://dx.doi.org/10.1109/emr.2017.2765440.

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Scranton, Philip. "Technology, science and American innovation." Business History 48, no. 3 (July 2006): 311–31. http://dx.doi.org/10.1080/00076790600791763.

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41

Ferraro, Giovanna, and Antonio Iovanella. "Technology transfer in innovation networks." International Journal of Engineering Business Management 9 (January 1, 2017): 184797901773574. http://dx.doi.org/10.1177/1847979017735748.

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This article offers a network perspective on the collaborative effects of technology transfer, providing a research methodology based on the network science paradigm. We argue that such an approach is able to map and describe the set of entities acting in the technology transfer environment and their mutual relationships. We outline how the connections’ patterns shape the organization of the networks by showing the role of the members within the system. By means of a case study of a transnational initiative aiming to support the technology transfer within European countries, we analyse the application of the network science approach, giving evidence of its relative implications.
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42

Heitor, Manuel V. "Rethinking technology policy and innovation." Technological Forecasting and Social Change 71, no. 6 (July 2004): 549–51. http://dx.doi.org/10.1016/j.techfore.2004.03.003.

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43

Szajnfarber, Zoe, and Annalisa L. Weigel. "Managing Complex Technology Innovation." International Journal of Space Technology Management and Innovation 2, no. 1 (January 2012): 30–48. http://dx.doi.org/10.4018/ijstmi.2012010103.

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R&D management practices in engineering organizations typically conceptualize complex product innovation as a Stage-Gate process whereby novel concepts are matured through successions of development stages and progressively winnowed down at each sequential gate. This view assumes that maturity is a monotonically increasing function of the technology, and that the active process of winnowing is administrative decisions. This paper tests those assumptions using detailed evidence from six longitudinal case studies of technology innovation at NASA.
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Huong, Pham Thu, Jacob Cherian, Nguyen Thi Hien, Muhammad Safdar Sial, Sarminah Samad, and Bui Anh Tuan. "Environmental Management, Green Innovation, and Social–Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (March 9, 2021): 89. http://dx.doi.org/10.3390/joitmc7010089.

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The present study aims to determine the impact of green innovation (GI) on the overall performance of an organization while keeping the variable of environmental management (EM) as a moderator. We used a dataset consisting of four data years, from 2014 to 2017, of A-share companies listed on the Shanghai Stock Exchange (SSE). The concept of green innovation refers to the use of advancements in technology that enable savings in energy, along with the recycling of waste material. When advanced technology is utilized in the production process, the products are referred to as green products and the whole process of adopting such technologies and product design is referred to as “Corporate Environmental Management”. Such innovations improve the overall financial performance of companies as it enables them to improve their social image by reducing their carbon footprint and ensures their long-term sustainability. The main issue is the limited focus and attention given to the topic, from the perspective of companies. This research focuses on the impact of green innovation and the importance of environmental management for the sustainability of companies. Our findings suggest that the relationship between green innovation and the performance of the company is positive and verifies the existence of moderating effects of environmental management on the relationship between green innovation and firm performance. Implications are given to academia and practitioners.
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Sakata, Ichiro. "Technology informatics for innovation management in nanocarbon applications." Video Proceedings of Advanced Materials 1, no. 1 (August 1, 2020): 2020–0807. http://dx.doi.org/10.5185/vpoam.2020.0807.

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46

Tonn, Bruce. "Recommendations for decentralized information technology innovation and management." Information Society 7, no. 2 (June 1990): 139–54. http://dx.doi.org/10.1080/01972243.1990.9960091.

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47

PEARSON, GORDON. "Management of Innovation in High Technology Small Firms." R&D Management 20, no. 2 (April 1990): 178–80. http://dx.doi.org/10.1111/j.1467-9310.1990.tb00697.x.

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48

Dorf, R. C., and G. Vargas. "Strategic Management Of Technology And Innovation [Book Reviews]." IEEE Transactions on Engineering Management 45, no. 1 (February 1998): 88. http://dx.doi.org/10.1109/tem.1998.658665.

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49

McCalman, James. "Management of innovation in high technology small firms." European Management Journal 6, no. 4 (December 1988): 382–83. http://dx.doi.org/10.1016/0263-2373(88)90045-x.

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50

Major, Edward. "Technology Transfer and Innovation Initiatives in Strategic Management." Industry and Higher Education 17, no. 1 (February 2003): 21–27. http://dx.doi.org/10.5367/000000003101296639.

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Abstract:
This paper taps the strategic management discipline to inform our understanding of technology transfer and innovation (TTI) initiatives. With special focus on the UK Foresight programme it considers the impacts that the resource-based and core competence approaches to strategy can have on understanding the nature and effectiveness of TTI initiatives. It is argued that the alternative perspective generated from viewing Foresight and other TTI initiatives through the lens of strategic management can have benefits for the initiatives themselves, for industry practitioners and for our understanding of strategic management.
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