The role of technology forecasting and assessment in technology management

Tschirky, Hugo

doi:10.1111/j.1467-9310.1994.tb00864.x

Cited by 23 publications

(8 citation statements)

References 4 publications

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“…Previous work on TF has emphasized its importance for delivering state‐of‐the‐art products (Bodelle and Jablon, 1993; Carlson, 2004). TF monitors the technological capabilities of competitors (Brockhoff, 1991), allocates the R&D budget to the most promising technologies (Yap and Souder, 1993), maps emerging technologies to products (Lischka and Gemünden, 2008), assesses and predicts the performance potential of existing and emerging technologies (Tschirky, 1994), and supports make‐or‐buy decisions (Anderson, 1997).…”

Section: Brief Overview Of Past Researchmentioning

confidence: 99%

Harnessing a network of experts for competitive advantage: technology scouting in the ICT industry

Rohrbeck¹

2010

R&D Management

143

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In order to identify discontinuous technological change and develop appropriate action, companies are increasingly building technology foresight (TF) practices. This paper explores how, using networks of experts, TF capabilities can be built. On the basis of three case studies and 43 interviews, it is shown that building foresight systems through networks of scouts yields several benefits, including the support for sourcing external technologies. Using insights from the three major telecommunication incumbents in Europe, the paper describes and discusses (1) what can be achieved by technology scouting, (2) how a process can be set up, (3) what is important in the design of a scouting network, and (4) the characteristics that should be aimed for when choosing technology scouts. The paper contributes to the methodological base of corporate foresight, to the technology management literature, and to the understanding of how companies can increase their open‐innovation capabilities by extending the intertwinement with their environment.

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Section: Brief Overview Of Past Researchmentioning

confidence: 99%

Harnessing a network of experts for competitive advantage: technology scouting in the ICT industry

Rohrbeck¹

2010

R&D Management

143

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“…T he effectiveness of technology management is fundamentally influenced by observations made about current and future technology trends (Aguilar, 1967;Bright, 1970;Ansoff, 1975;Cooper and Schendel, 1976;Gerybadze, 1994;Iansiti, 2000). Technology intelligence, the observation and evaluation of technological trends, is therefore one of the core processes of technology management (Tschirky, 1994). Studies have shown, however, that in the past many technology intelligence approaches failed (Currill, 1972;Balachandra, 1980a;Quinn, 1985;Ransley, 1996;Lichtenthaler, 2003a).…”

Section: Introductionmentioning

confidence: 99%

Technology intelligence processes in leading European and North American multinationals

Lichtenthaler

2004

R & D Management

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The importance of technology intelligence is widely accepted in theory and practice. However, existing research is contradictory on how this process should be coordinated. Therefore, it is the objective of this contribution to derive insight into the coordination of technology intelligence processes in leading multinational companies. The results of an exploratory case study research in 26 leading European and North American companies in the pharmaceutical, telecommunications equipment and automobile/machinery industry are presented. The results show firstly, that three forms of coordination of technology intelligence processes exist. Secondly, the basic distribution of tasks in the technology intelligence process between the three layers of coordination are presented. Thirdly, the different forms of integration of these three forms of coordination of the technology intelligence process are described. Fourthly, the communication media used in the technology intelligence process is discussed. Finally, the information sources and methods used for the technology intelligence process are shown.

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“…The activity of collecting and evaluating information on technology developments has been given several names including TI (Ashton and Klavans, 1997;Lang, 1999;Lichtenthaler, 2003Lichtenthaler, , 2004aSavioz et al, 2003;Porter, 2005;Kerr et al, 2006), technology monitoring (Ashton et al, 1991;European Industrial Research Management Association, 1997;European Science and Technology Observatory, 2001;Thorsten and Marc-Andre´, 2002), technology forecasting (Porter et al, 1991;Gerybadze, 1994;Tschirky, 1994;Bright, 1998;Vanston, 1998;Mishra et al, 2002;Martino, 2003;Bengisu and Nekhili, 2006) or technology scouting (Wolff, 1992;Brenner, 1996;Tibbetts, 1997).…”

Section: Ti: a Helpful Approachmentioning

confidence: 99%

Combining methods in the technology intelligence process: application in an aerospace manufacturing firm

Arman¹,

Foden²

2010

R&D Management

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Technological change is a major factor in gaining competitive advantage in manufacturing industries. Promoting innovation, exploiting technological opportunities and avoiding threats are increasingly important. Firms need to recognise both current and potential future technological advances that can affect their products, services and processes. This paper presents a Technology Intelligence (TI) methodology and toolset, the main purpose of which is to enable companies to monitor and assess technological developments associated with their products, components, processes and other areas of concern. These technology management activities will assist the company in evaluating its environment while taking advantage of technological changes that represent opportunities or threats. The methodology is described in detail and demonstrated using a case study conducted in an aerospace manufacturing firm in the United Kingdom.

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The role of technology forecasting and assessment in technology management

Cited by 23 publications

References 4 publications

Harnessing a network of experts for competitive advantage: technology scouting in the ICT industry

Harnessing a network of experts for competitive advantage: technology scouting in the ICT industry

Technology intelligence processes in leading European and North American multinationals

Combining methods in the technology intelligence process: application in an aerospace manufacturing firm

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