Title: Leadership, learning and resources for the high-tech firm: an integrated view of technology management

Authors: Denis Couillard, Jozee Lapierre

Addresses: Harris Corporation, Microwave Communications Division, 3 Hôtel de Ville, Dollard-des-Ormeaux (Quebec) H9B 3G4, Canada. Ecole Polytechnique de Montreal, Mathematics and Industrial Engineering Department, Succursale Centre Ville, Montreal (Quebec) H3C 3A7, Canada

Abstract: Technology management study programmes typically comprise various scientific disciplines: management, economics, marketing, engineering, innovation management and social sciences. The practising manager who wants to improve the chances of success of his organisation is faced with a large body of disconnected scientific knowledge he must somehow collect and integrate. This article, based on existing literature and illustrated by industry examples, offers two simple models to understand the contributions and various inter-relationships between the technology management concepts underlying the management of a high-tech organisation. The Corporate Ship analogy illustrates the dynamic nature of strategy making and the need to reconcile the pursuit of short-term opportunity with long-term objectives in turbulent high-technology environments. The Corporate Diamond model uncovers the strong inter-relationships between key concepts in technology management: leadership, learning, managing resources and developing successful new products and services.

Keywords: market orientation; learning; knowledge management; culture; strategic management; competencies; technology management; structure; social capital; leadership; vision.

DOI: 10.1504/IJTM.2003.003455

International Journal of Technology Management, 2003 Vol.26 No.7, pp.767 - 787

Published online: 09 Sep 2003 *

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