Abstract:
Technology management, as a new field in management sciences, utilizes diverse approaches and tools for the optimal management of technology and innovation. This field is extensively connected with engineering sciences, humanities, and organizational management. Unlike other management fields that rely more on past experiences and traditional models, technology management constantly offers new innovations and techniques due to technological advancements and continuous changes in the business environment. In this article, the identification and classification of technology management tools are addressed. First, by reviewing the existing literature in this field, the tools used and key concepts of technology management are identified, then various tools are categorized based on their characteristics and applications. It is also suggested that the framework of technology management tools be enriched by introducing two new categories: the first category being tools related to improving technology production, and the second category being intergenerational management tools. Furthermore, the role and contribution of academics in the development and evaluation of these tools have been examined. This analysis of technology management tools helps managers and decision-makers select the appropriate tools for the optimal management of technology within their organizations.
Machine summary:
Unlike other management fields that rely more on past experiences and traditional models, technology management continuously offers new innovations and techniques due to the development of technological advancements and constant changes in the business environment.
For example, Gaynor's methods section has seven chapters with the following titles: analysis tools for the organizational impacts of new technology (techniques such as checklists); technology forecasting and planning; knowledge mapping: a tool for technology management; R&D strategic development process; decision support systems in R&D project management; corporate engineering in the systems era; and managing the "technology shift" for global competition.
(1999) suggest some principles of good performance for tool design, such as: "based on the best objective method model; simple in concept and use; flexible, allowing for the best adaptation to the current situation and company needs; should not be mechanical or prescriptive; ability to integrate with other tools, processes, and systems; leads to measurable improvement; and supports communication and validation.
Therefore, I suggest enriching this framework by introducing two new categories, namely tools related to improving production technology (46 Ali Esmaeili, 1403/2024), such as modern production systems or Just-In-Time and Lean 47 production systems, or future production or Agile manufacturing, and 48 intergenerational management tools (49 Heidari and Faqihipour, 2020).
In addition, the participation of academics in the development of technology management tools includes the impartial evaluation of existing tools, identifying gaps, generating new data, developing innovative tools, and solving specialized problems with specific companies.
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