The research aimed to identify the most appropriate team approaches for co-ordinating innovative products or process developments and for enhancing their success. Case studies were conducted in 25 UK companies, focusing on environmental technology projects. Research findings emphasised the diversity of organisational team approaches which were more complex when several departments, teams or companies were involved. Team approaches were broadly classified - 'single-disciplinary', 'multi-disciplinary' or 'multi-functional' - according to members' expertise and innovation function which could be more or less integrated. The results showed that: 1. Multi-tasking to meet all innovation functions reflected small firm limitations and small firms would benefit from more formal structures. Differences between medium- and large-sized firms were minimal since teams held more specialist expertise, However, the influence of firm size on innovation success was obscured and potentially negated by inter-company alliances. 2. Few differences in the management of minor and major company innovations applied since competitive pressures led to organisational innovation in each case, including integrated team approaches, inter-company alliances and company formations. 3. Multi-functional teams were important for achieving success in open markets because of their control over appropriate expertise, even though they did not guarantee commercial success or other benefits. Surprisingly, multi-functional teams were typically rated as unsatisfactory and ineffective by members which may have implications for staff morale and retention. 4. Inter-company teams represented opportunities for team learning and organisational development because company-based assumptions about organisational behaviour, expectations about inter-company operations and fears about inter-disciplinary teamworking were challenged. 5. Integrated teams were not sufficient for achieving team effectiveness and success outcomes, although most companies regarded their team as necessary for success. Complex team and innovation development processes emphasised the importance of the co-ordinator's role in managing unclear team and organisational boundaries associated with innovative developments. 6. Although the research supports the importance of teams for innovation success, team effectiveness had a more complex influence on success in open markets than on client-funded projects because of the nature of the teams and the influence of market and technological uncertainties.

O setor de software é muito dinâmico e competitivo, o que obriga as empresas a constantemente se transformar, seja pela incorporação de novas tecnologias, pela implementação de inovações em produtos e serviços, ou pela exploração de novos modelos de negócio. Neste cenário, empresas de software, para se manterem competitivas, precisam desenvolver rotinas de inteligência tecnológica (IT) que permitam coletar, analisar e tomar decisões sobre oportunidades e ameaças tecnológicas. Empresas de diversos setores têm adotado uma técnica de IT denominada roadmap tecnológico, que sucintamente representa uma visão de futuro que identifica a rota tecnológica, ou seja, as tecnologias a serem adotadas no futuro, associadas aos produtos a serem desenvolvidos e aos mercados a serem explorados. Neste contexto, esta tese procurou responder à questão \"Como empresas brasileiras de software realizam atividades de elaboração de roadmap tecnológico?\". Com base na literatura sobre roadmaps foi possível elaborar um modelo conceitual com as principais características identificadas em termos de objetivos, fontes de informação, barreiras, processo/conteúdo e benefícios dos roadmaps. Foi adotada a metodologia de estudos de casos múltiplos, com amostragem intencional, sendo selecionadas duas empresas de pequeno, duas de médio e duas de grande porte. O modelo conceitual elaborado para esta tese se mostrou muito útil, pois permitiu descrever os casos analisando sempre as mesmas dimensões, facilitando a comparação. Foi possível verificar, por exemplo, as características da atividade de elaboração de roadmaps importantes para todas as empresas estudadas, bem como aquelas importantes apenas para empresas de grande porte. Os casos evidenciam que há duas importantes influências do porte da empresa sobre a atividade de elaboração de roadmaps. Primeiro, a complexidade das interações internas e externas durante todo o processo é maior nas grandes empresas. Segundo, a organização do processo também é mais elaborada nas grandes empresas. Adicionalmente, este estudo permitiu identificar particularidades do setor de software com relação à elaboração de roadmaps: a) Foco no curto prazo - as empresas pesquisadas possuem foco no curto prazo, em geral trabalhando nas decisões tecnológicas e de funcionalidades para a próxima versão de seus produtos; e, b) Gestão de códigos do software - a estratégia da empresa sobre códigos ativos (ou seja, vigentes em clientes) a serem mantidos está relacionada ao roadmap e pode limitar o potencial de crescimento da firma. Visando cobrir um hiato existente entre a prática das empresas estudadas (foco em curto prazo) e a literatura (foco em longo prazo), é apresentada nesta tese uma proposta de metodologia para elaboração de roadmap tecnológico de longo prazo para empresas de software. Este estudo traz contribuições práticas e teóricas. Empresas de software, e eventualmente de setores correlatos, podem se beneficiar deste estudo por permitir comparar sua atividade de elaboração de roadmaps com a das empresas estudadas, bem como identificar pontos para aprimoramento à medida que planeja crescer. Do ponto de vista acadêmico, este estudo oferece diversas contribuições. Primeiramente, o modelo conceitual adotado nesta tese pode ser utilizado em outros estudos sobre roadmaps, inclusive em outros setores. Os estudos de caso evidenciam como a atividade de elaboração de roadmaps se diferencia em empresas de diferentes portes. Por fim, foram identificadas particularidades das empresas de software na atividade de elaboração de roadmaps. / The software industry is highly dynamic and competitive. Companies competing in this industry must continuously transform themselves, through the incorporation of new technologies, innovation in products and services, or the exploration of new business models. Given this scenario, in order to remain competitive, software companies should develop technological intelligence (TI) routines to enable them to collect, analyse and make decisions regarding technological opportunities and threats. Companies from different industries are adopting a TI technique named technological roadmapping, which succinctly presents a future vision that identifies a technological path, that is, the technologies to be adopted in the future, together with the products to be developed and markets to be explored. Against this backdrop, this thesis addresses the question of \"How do Brazilian software companies carry out technological roadmapping activities?\" Based on the literature on roadmaps it has been possible to develop a conceptual model with the main characteristics in terms of objectives, sources of information, barriers, components and benefits of roadmaps. A multiple case studies methodology was adopted, with an intentional sample. Two small, two medium and two large companies were selected. The conceptual model developed for this thesis proved effective, as it enabled the description of the cases while always analysing the same dimensions, which facilitated the comparison. It was possible to verify, for example, the characteristics of the roadmapping activity important for all the companies studied, as well as those important only for large companies. The cases show that there are two important influences on roadmapping activities stemming from the size of the firm. First, the complexity of internal and external interactions throughout the process is greater for large companies. Second, the organization of the process is also more developed in large companies. Furthermore, this study identified some characteristics unique to the software industry with regards to the development of roadmaps: a) Focus on the short term - the companies surveyed have focused on the short-term, typically working with technology decisions and features for the next version of products; and, b) Management of software codes - the company\'s strategy for active codes (i.e. currently used with clients) to be maintained is related to the roadmap and may limit the potential growth of the firm. With a view to bridging a gap that exists between the practice of the companies studied (focus on short-term) and literature on the subject (focus on long-term), a proposed methodology for developing a long-term technological roadmap for software companies is presented in this thesis. This study presents theoretical and practical contributions. Software companies, and possibly related industries, can benefit from this study by comparing their roadmapping activities to those from the companies studied, and identifying points for improvement as they plan to grow. From an academic perspective, this study offers several contributions. First, the conceptual model adopted in this thesis can be used in other roadmap studies, including in other sectors. The case studies show how the roadmapping activities differ in firms of different sizes. Finally, characteristics specifically related to software companies in the roadmapping activity have been identified.

Ph.D. (Engineering Management) / This thesis explores the association between language, culture, and technological innovation. This is accomplished by examining primary data, and literature that is based on empirical research on the interplay between language, culture, and technological innovation. Multi, intra, interdisciplinary and transdisciplinary perspectives are accordingly studied. The intent is to identify, assess and explicate language and cultural factors that support or act as barriers to technological innovativeness. The nature of the role played by these factors is also explored and explained. The methodology employed incorporates both the indigenous and foreign experiences through literature, case studies and primary data. The aim of this study is to understand better how to assist those nations that aspire to be technologically innovative. This research considers the characteristics of the innovation process, and the views and/or characteristics of the innovator. In other words, despite that a historically innovative person or nation and a user or a process of innovation, may all not know precisely why there is an innovation, they can still contribute to the inquiry. Relevant literature, case studies and interviews are used to identify the distinctive patterns and behaviours that characterize innovative people and processes. The thesis creates a theoretical framework that is useful for identifying the intrinsic nature and the rate of influence at various stages during the role played by language and cultural factors in technological innovation. The main contribution and conclusion of this thesis is that, language and/or cultural backgrounds do in fact positively contribute to technological innovation. However, when it comes to promoting and marketing the innovation, the business language plays a more significant role. It is further demonstrated that one’s national or primary culture, in response to needs, exposure, challenges, attitudes, beliefs, and values does play a critical role during the idea generation phase of the technological innovation process.

Magister Bibliothecologiae - MBibl / The purpose of this study was to investigate the impact of information and communications technology change on the management and operations of academic libraries. How academic libraries deal with this phenomenon and strategies that could be considered to help deal with an environment where technology constantly change. This study focused on the impact of information and communications technology driven change on the academic library e.g. staff, clients, physical resources and information resources. / South Africa

No description available.

No description available.

This study investigates how firms navigate technological changes over time. Specifically, we determine whether firms follow a consistent strategy in regards to when they time their entry into technological waves. Resulting performance implications of these actions are also measured. The theoretical underpinnings of this study lie at the intersection of the technology literature, the learning school, firm evolutionary theory, and the resource-based view of the firm. Past studies have added clarity as to how firms behave within a single technological wave; however, investigations regarding firm actions over successive waves are needed if we are to truly understand which firm actions lead to long-term success. This study fills the research gap by investigating firm timing patterns over multiple successive waves of technology and the resulting long-term performance implications of these actions. Further, this study examines timing efforts over both competence enhancing (incremental) and competence destroying (architectural) cycles. The findings indicate that while technological follower firms are able to consistently repeat their timing strategy, technological leaders have a much more difficult time in repeating early entry timing. Repeated leadership entry was found to be difficult in both incremental and architectural cycles. Characteristics of those leaders able to repeat leadership entry are provided. While consistent entry timing was not found to impact market share, it was found to benefit firms by reducing their hazard rate. This hazard rate reduction for timing entry consistency, whether it is as a leader or as a follower, was observed during both incremental and architectural technological changes. / Ph. D.

Thesis (MBA)--Stellenbosch University, 2000. / ENGLISH ABSTRACT: Technology itself does not currently offer a competitive advantage in this era of technological development. Innovative utilisation and application of technology does, however offer temporary competitive advantages. This innovative utilisation and application of technology is dependant on the creativity and innovation of the entrepreneur. CaliWatch™ makes use of existing technology namely cellular technology, watch technology and medical monitoring technology. The unique application of these technologies gives CaliWatch™competitive advantage in the market. The innovation does not only apply to the technology, but also to strategy and marketing to keep this competitive advantage in the market. This study analyses the different technologies and industries, identifying potential target markets and give projected financial information. / AFRIKAANSE OPSOMMING: Tegnologie op sigself bied tans nie meer mededingende voordele in die era van tegnologiese ontwikkeling nie. Innoverende gebruik en toepassing van tegnologie bied wel tydelike mededingende voordele. Hierdie innoverende toepassing en gebruik berus op die kreatiwiteit en innovasie van die entrepreneur. CaliWatch TM maak gebruik van bestaande tegnologieë, naamlik sellulêre tegnologie, horlosie tegnologie, en mediese monitering tegnologie. Die unieke toepassing van hierdie tegnologieë bied CaliWatchTM mededingende voordeel in die mark. Die innovasie berus nie slegs by die toepassing van tegnologie nie, maar, om die mededinginde voordeel te behou, ook by die strategiese beplanning en bemarking. Hierdie studie ontleed die verskillende tegnologieë en industrieë, identifiseer potentiele teikenmarkte, en maak geprojekteerde finansiële vooruitskouinge.

Planejar e gerenciar o desenvolvimento tecnológico são questões estratégicas para as organizações que desejam realizar processos de P&D. A elaboração de Planos Tecnológicos (PT) pode representar um desafio significativo de esforço e planejamento para essas organizações. Os problemas mais comuns são falhas nas previsões dos projetos sejam eles de novos produtos, serviços ou processos. Esse estudo tem por objetivo desenvolver uma metodologia para identificar, classificar e quantificar os fatores denominados alavancadores e desafiadores que possam estar presentes na elaboração do PT. Desenvolveu-se um protocolo para entrevista e coleta de dados em duas fases, aplicado aos envolvidos na elaboração do PT. Na Fase 1 considerou-se a metodologia de construção do PT vigente na unidade de análise. Para Fase 2, considerou-se a metodologia T-Plan na construção do Mapa Tecnológico. Os fatores investigados foram organizados em dimensões (planejamento, desenvolvimento e aplicação) que foram segmentados em variáveis de pesquisa (viabilidade, compromissos, comunicação, direcionadores, priorização, monitoramento, aprendizado, revalidação, aplicação e replicação) e, dependendo dos resultados, eles foram classificados em alavancadores ou desafiadores. O processo de elaboração do PT foi também avaliado com base em dois atributos: qualidade e satisfação. Nas duas fases, ambos foram avaliados segundo a percepção dos entrevistados. Para a Qualidade, a representação foi em 4 quadrantes, para indicar a presença e a formalidade evidenciando a existência da variável da pesquisa. Para a Satisfação foram avaliados estatisticamente considerando o valor médio e desvio padrão entre a condição atual e a desejada. Essa distancia caracterizou as oportunidades das mudanças. A unidade de análise foi o Centro de Célula a Combustível de Hidrogênio - CCCH, um departamento do Instituto de Pesquisa Energéticas e Nucleares do Brasil. A análise da Fase 1 considerou um PT elaborado anteriormente e da Fase 2 foi aplicado a metodologia T-Plan. Nessa segunda fase foi construído o Mapa Tecnológico para os próximos dez anos considerando direcionadores estratégicos, produtos, tecnologias e recursos necessários para realização do protótipo comercial até 2024 e assim viabilizar a inclusão da Célula a Combustível na Matriz Energética Nacional. Com as análises dos resultados das duas fases verificou-se: Fase 1: foram identificados como fatores Desafiadores: Direcionadores e Aplicação; como Fatores Potencial Desafiador: Viabilidade, Priorização, Monitoramento, Aprendizado e Revalidação; como fatores Potencial Alavancador: Replicação e como fatores Alavancadores: Compromisso e Comunicação. Fase 2: todos fatores foram classificados como Alavancadores: Viabilidade, Compromisso, Comunicação, Direcionadores, Priorização, Monitoramento, Aprendizado, Revalidação, Aplicação e Replicação. Concluiu-se que na metodologia T-Plan há uma sensível alteração da avaliação dos fatores Alavancadores e Desafiadores. O Mapa de Rotas Tecnológicas do CCCH, construído na Fase 2 indicou as seguintes rotas tecnológicas: 1) preparação de materiais e principais componentes do módulo; 2) partir da demanda do mercado para chegar aos novos produtos; 3) partir do desenvolvimento das tecnologias para chegar aos novos produtos; 4) desenvolvimento dos materiais para chegar aos produtos e atender aos drivers. Tais resultados sugerem concluir que a aplicação da metodologia do T-Plan não é só viável, mas até recomendável, no âmbito da elaboração de Planos Tecnológicos das Instituições de Pesquisa Pública. / The planning and management of technology development are strategic issues for organizations that wish to perform R&D procedures. Technology Plans (TP) can represent a significant challenge to the planning efforts of organizations. The most common problems are flaws in project forecasting, whether they are new products, services or processes.. To perform this study, a unit analysis was selected for the survey and a data collection protocol was developed. For the first phase of this work (phase 1) the protocol was applied considering the construction methodology of the current Technology Plan, which consists of periodic meetings with an agenda for technology requirements and other general department issues. Two types of meetings were devised. The first one is held every two months, with the participation of those involved in the implementation of the plan and the second one is held in annual meetings of the master plan with the participation of the Department Manager. For the second phase (phase 2), the T-Plan methodology was considered and applied to the construction of the Technology Map. The factors investigated, were organized in dimensions (planning, development and implementation) that have been segmented into search variables (viability, commitment, communication, drivers, prioritization, monitoring guidelines, learning, revalidation, application and replication) and, depending on the results, the critical analysis classified them as leveraging or challenging. Complementing that analysis, the process of drafting the search variables assessed the TP based on two attributes: quality and satisfaction. These two have been assessed according to the perception of respondents in the two phases of the study. The Quality attribute was graphically represented in 4 quadrants, aiming to indicate presence and formality, thus demonstrating the existence of the search variable. The results of the Satisfaction attribute were statistically assessed considering the mean value and standard deviation between the current condition and the desired condition. This distance featured the opportunities for change. The unit analysis was the Center for Hydrogen Fuel Cell - CCCH, a department of energy and nuclear research Institute in Brazil, and the analysis consisted of a TP which had been previously prepared in meetings and had managers and researchers of the aforementioned department as sources of information. In Phase 1 (current process) and in phase 2, a T-Plan methodology was applied to the elaboration of the TP. From the analysis of the results came up: for phase 1, the following factors were identified as Challenging: Drivers and Application; as Potential Challenging factors: Viability, Prioritization, Monitoring, Learning and Revalidation; as Potential Leveraging factors: Replication; and as Leveraging factors: Commitment and Communication. For phase 2 all the factors were classified as Leveraging, namely: Viability, Commitment, Communication, Prioritization, Monitoring Guidelines, Learning, Revalidation, Application and Replication. This study allowed us to conclude that by applying the T-Plan methodology there is a significant change in the Leveraging and Challenging factors assessment when the two methodologies are applied to the elaboration of the TP studied. Yet, as a result of phase 2, the Map of Technology Routes of the CCCH was built considering a horizon of 10 years comprising the following technology routes: Route for preparation of materials and major components of the module; Route starting from the demand of the market reaching products; Route starting from technology development to reach state-of-the-art products; Route that considers the development of materials for products and that meet internal and external drivers. These results allow us to conclude from the investigated case that the application of the T-Plan methodology is both viable and even recommended in the context of technology plans for research units of Public Research Institutions.

Planejar e gerenciar o desenvolvimento tecnológico são questões estratégicas para as organizações que desejam realizar processos de P&D. A elaboração de Planos Tecnológicos (PT) pode representar um desafio significativo de esforço e planejamento para essas organizações. Os problemas mais comuns são falhas nas previsões dos projetos sejam eles de novos produtos, serviços ou processos. Esse estudo tem por objetivo desenvolver uma metodologia para identificar, classificar e quantificar os fatores denominados alavancadores e desafiadores que possam estar presentes na elaboração do PT. Desenvolveu-se um protocolo para entrevista e coleta de dados em duas fases, aplicado aos envolvidos na elaboração do PT. Na Fase 1 considerou-se a metodologia de construção do PT vigente na unidade de análise. Para Fase 2, considerou-se a metodologia T-Plan na construção do Mapa Tecnológico. Os fatores investigados foram organizados em dimensões (planejamento, desenvolvimento e aplicação) que foram segmentados em variáveis de pesquisa (viabilidade, compromissos, comunicação, direcionadores, priorização, monitoramento, aprendizado, revalidação, aplicação e replicação) e, dependendo dos resultados, eles foram classificados em alavancadores ou desafiadores. O processo de elaboração do PT foi também avaliado com base em dois atributos: qualidade e satisfação. Nas duas fases, ambos foram avaliados segundo a percepção dos entrevistados. Para a Qualidade, a representação foi em 4 quadrantes, para indicar a presença e a formalidade evidenciando a existência da variável da pesquisa. Para a Satisfação foram avaliados estatisticamente considerando o valor médio e desvio padrão entre a condição atual e a desejada. Essa distancia caracterizou as oportunidades das mudanças. A unidade de análise foi o Centro de Célula a Combustível de Hidrogênio - CCCH, um departamento do Instituto de Pesquisa Energéticas e Nucleares do Brasil. A análise da Fase 1 considerou um PT elaborado anteriormente e da Fase 2 foi aplicado a metodologia T-Plan. Nessa segunda fase foi construído o Mapa Tecnológico para os próximos dez anos considerando direcionadores estratégicos, produtos, tecnologias e recursos necessários para realização do protótipo comercial até 2024 e assim viabilizar a inclusão da Célula a Combustível na Matriz Energética Nacional. Com as análises dos resultados das duas fases verificou-se: Fase 1: foram identificados como fatores Desafiadores: Direcionadores e Aplicação; como Fatores Potencial Desafiador: Viabilidade, Priorização, Monitoramento, Aprendizado e Revalidação; como fatores Potencial Alavancador: Replicação e como fatores Alavancadores: Compromisso e Comunicação. Fase 2: todos fatores foram classificados como Alavancadores: Viabilidade, Compromisso, Comunicação, Direcionadores, Priorização, Monitoramento, Aprendizado, Revalidação, Aplicação e Replicação. Concluiu-se que na metodologia T-Plan há uma sensível alteração da avaliação dos fatores Alavancadores e Desafiadores. O Mapa de Rotas Tecnológicas do CCCH, construído na Fase 2 indicou as seguintes rotas tecnológicas: 1) preparação de materiais e principais componentes do módulo; 2) partir da demanda do mercado para chegar aos novos produtos; 3) partir do desenvolvimento das tecnologias para chegar aos novos produtos; 4) desenvolvimento dos materiais para chegar aos produtos e atender aos drivers. Tais resultados sugerem concluir que a aplicação da metodologia do T-Plan não é só viável, mas até recomendável, no âmbito da elaboração de Planos Tecnológicos das Instituições de Pesquisa Pública. / The planning and management of technology development are strategic issues for organizations that wish to perform R&D procedures. Technology Plans (TP) can represent a significant challenge to the planning efforts of organizations. The most common problems are flaws in project forecasting, whether they are new products, services or processes.. To perform this study, a unit analysis was selected for the survey and a data collection protocol was developed. For the first phase of this work (phase 1) the protocol was applied considering the construction methodology of the current Technology Plan, which consists of periodic meetings with an agenda for technology requirements and other general department issues. Two types of meetings were devised. The first one is held every two months, with the participation of those involved in the implementation of the plan and the second one is held in annual meetings of the master plan with the participation of the Department Manager. For the second phase (phase 2), the T-Plan methodology was considered and applied to the construction of the Technology Map. The factors investigated, were organized in dimensions (planning, development and implementation) that have been segmented into search variables (viability, commitment, communication, drivers, prioritization, monitoring guidelines, learning, revalidation, application and replication) and, depending on the results, the critical analysis classified them as leveraging or challenging. Complementing that analysis, the process of drafting the search variables assessed the TP based on two attributes: quality and satisfaction. These two have been assessed according to the perception of respondents in the two phases of the study. The Quality attribute was graphically represented in 4 quadrants, aiming to indicate presence and formality, thus demonstrating the existence of the search variable. The results of the Satisfaction attribute were statistically assessed considering the mean value and standard deviation between the current condition and the desired condition. This distance featured the opportunities for change. The unit analysis was the Center for Hydrogen Fuel Cell - CCCH, a department of energy and nuclear research Institute in Brazil, and the analysis consisted of a TP which had been previously prepared in meetings and had managers and researchers of the aforementioned department as sources of information. In Phase 1 (current process) and in phase 2, a T-Plan methodology was applied to the elaboration of the TP. From the analysis of the results came up: for phase 1, the following factors were identified as Challenging: Drivers and Application; as Potential Challenging factors: Viability, Prioritization, Monitoring, Learning and Revalidation; as Potential Leveraging factors: Replication; and as Leveraging factors: Commitment and Communication. For phase 2 all the factors were classified as Leveraging, namely: Viability, Commitment, Communication, Prioritization, Monitoring Guidelines, Learning, Revalidation, Application and Replication. This study allowed us to conclude that by applying the T-Plan methodology there is a significant change in the Leveraging and Challenging factors assessment when the two methodologies are applied to the elaboration of the TP studied. Yet, as a result of phase 2, the Map of Technology Routes of the CCCH was built considering a horizon of 10 years comprising the following technology routes: Route for preparation of materials and major components of the module; Route starting from the demand of the market reaching products; Route starting from technology development to reach state-of-the-art products; Route that considers the development of materials for products and that meet internal and external drivers. These results allow us to conclude from the investigated case that the application of the T-Plan methodology is both viable and even recommended in the context of technology plans for research units of Public Research Institutions.