Charting Exploitation Strategies for Emerging Technology

Phaal, Robert; Routley, Michèle; Probert, David

doi:10.5437/08956308x5502021

Cited by 16 publications

(5 citation statements)

References 9 publications

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“…These works consider the entities involved in the subtasks of technology decisions and also their organizational integration (e.g. Bucher et al, 2003;Foden and Berends, 2010;Phaal et al, 2012), but do not regard the attention-based view (Ocasio, 1997). From an attention-based view, literature has analyzed various antecedents to attention (e.g.…”

Section: Introductionmentioning

confidence: 99%

Towards an attention‐based view of technology decisions

2015

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The importance of technology decisions is widely acknowledged in both research and practice. However, we know little about how companies structure technology decisions from an organizational point of view and how attention is distributed in the course of the decision process in order to identify, process, and transfer information between the organizational units involved. Using the attention‐based view of the firm and 14 qualitative case studies, we present five approaches for organizing technology decisions: (1) centralized decision‐making, (2) busy information bee, (3) double‐blind analysis, (4) moderated expert panel, and (5) coterie approach. On this ground, this paper introduces a new, attention‐based view on technology decisions, which improves the theoretical understanding of organizations and provides guidelines for practitioners in choosing an appropriate organizational configuration in this regard.

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Section: Introductionmentioning

confidence: 99%

Towards an attention‐based view of technology decisions

2015

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“…This information converges with the modeling of the patent documents presented in Figure 6 and Figure 7 , showing that the life cycle is at the beginning of the maturation phase; that is, in the third phase. After reaching this stage, commercial risks tend to be reduced, and technology transfer takes place; therefore, the contribution of universities tends to be smaller than that of research centers and companies [ 52 ].…”

Section: Resultsmentioning

confidence: 99%

Analysis and Modeling of Innovations in the Global Microalgae Lipids Market

Carvalho

Pessôa

Deamici

et al. 2022

BioTech

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Microalgae lipids offer numerous advantages over those of plants and animals, enabling the sustainable commercialization of high value-added products in different markets. Although these markets are in a vertiginous annual expansion, technological life cycle modeling is a tool that has been rarely used for microalgae. Life cycle modeling is capable of assisting with decision-making based on data and is considered as a versatile model, usable in multiple software analyzing and diagnostic tasks. Modeling technological trends makes it possible to categorize the development level of the market and predict phase changes, reducing uncertainties and increasing investments. This study aims to fill this gap by performing a global analysis and modeling of microalgal lipid innovations. The Espacenet and Orbit platforms were used by crossing the keywords “microalgae”, “lipid*”, and the IPC code C12 (biochemistry and microbiology). Different sigmoid growth models were used in the present study. A successive repetition of the Chlorella genus category was found in the keyword clusters regarding extraction and separation of lipids. The life cycle S curve indicates a market starting at the maturity phase, where the BiDoseResp model stands out. The main countries and institutions at the technological forefront are shown, as well as potential technological domains for opening new markets.

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“…T-Plan is used for product-technology roadmapping, comprising four half-day multifunctional workshops, focusing on market, product and technology aspects, before combining these into a first draft roadmap. S-Plan is used for general strategic appraisal, for application at business, corporate and sector levels, or any other complex system, comprising a oneday large-scale multifunctional (or multi-organizational) workshop (Phaal et al, 2007), together with adaptations for early-stage technological innovation (Phaal et al, 2012). In addition to these reference processes, the Cambridge practical school has developed retrospective roadmapping methods, which support learning in organizations through interview and workshop methods (Ford et al, 2012).…”

Section: Cambridge Practical Schoolmentioning

confidence: 99%