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K Narayanan - One of the best experts on this subject based on the ideXlab platform.

  • Technology Acquisition de regulation and competitiveness a study of indian automobile industry
    Research Policy, 1998
    Co-Authors: K Narayanan
    Abstract:

    Abstract This paper has attempted to analyse the effects of de-regulation policy, introduced in India during the mid 1980s, on Technology Acquisition and competitiveness [defined in terms of market share changes] in the Indian automobile industry during the 1980s. Following evolutionary theoretical framework, the paper argues that asymmetry among firms in terms of Technology Acquisition [through Technology imports and in-house efforts] explain much of the firm level differences in competitiveness. Asymmetry in Technology Acquisition is largely due to differences in the firms' ability to bring about technological paradigm and trajectory shifts. The results of the econometric exercise support the view that, even in an era of capacity licensing, development of competitive skills crucially depended upon the ability to build specific Technology trajectory advantages. This is achieved by successfully complementing imported Technology with in-house technological efforts. Competitiveness in a de-regulated regime would, however, depend upon the ability of the firm to bring about technological paradigm shifts. New firms who depended on intra-firm transfer of Technology and firms with in-house R&D efforts, to accomplish paradigm shifts, appear more successful. Further, in a liberal regime, advantages of vertical integration over sub-contracting also appear to be important in the determination of competitiveness.

  • Technology Acquisition de regulation and competitiveness a study of indian automobile industry
    1997
    Co-Authors: K Narayanan
    Abstract:

    This paper has attempted to analyse the effects of deregulation policy, introduced in India during the mid 1980s, on Technology Acquisition and competitiveness in the Indian automobile industry during the 1980s. Following evolutionary theoretical framework, the paper argues that asymmetry among firms in terms of Technology Acquisition explain much of the firm level differences in competitiveness. Asymmetry in Technology Acquisition is largely due to differences in the firms' ability to bring about technological paradigm and trajectory shifts. The results of the econometric exercise support the view that, even in an era of capacity licensing, development of competitive skills crucially depended upon the ability to build specific Technology trajectory advantages. This is achieved by successfully complementing imported Technology with in-house technological efforts. Competitiveness in a deregulated regime would, however, depend upon the ability of the firm to bring about technological paradigm shifts. New firms who depended on intra-firm transfer of Technology and firms with in-house R & D efforts, to accomplish paradigm shifts, appear more successful. Furthermore, in a liberal regime, advantages of vertical integration also appear to be important determinants of competitiveness.

C. Broadfoot - One of the best experts on this subject based on the ideXlab platform.

  • An integrated approach to Technology Acquisition management
    International Journal of Technology Management, 1999
    Co-Authors: Tariq S. Durrani, S.m. Forbes, C. Broadfoot
    Abstract:

    Research on the electronics industry in Scotland by the authors has indicated that while many companies have focused on improving their product development and process innovation procedures, they have, in general, not formalised the management of the Technology Acquisition process to the same extent. To fulfil this need, the authors propose a new, holistic approach to Technology Acquisition that integrates a number of strands of Technology management. The approach leads to a generic Technology Acquisition Model that can be employed at both a strategic level and an operational level. The model provides a structured framework to identify the most appropriate technological solution to a market need, and the most suitable source for acquiring the chosen Technology that best matches the strategic objectives of an organisation. A software package which implements the model has been developed to provide decision-makers with a user-friendly tool for implementing the Technology Acquisition process. Case studies are included to verify the conceptual framework and its applications.

  • Managing the Technology Acquisition process
    Technovation, 1998
    Co-Authors: Tariq S. Durrani, S.m. Forbes, C. Broadfoot, A.s. Carrie
    Abstract:

    Abstract Technology Acquisition plays a key role in the management of Technology in industrial organisations. To provide a competitive advantage to organisation whose primary business focus is on product development, change management and market success, a conceptual model was developed which provides a formalised approach to Technology Acquisition, involving a staged process for identifying a Technology; a methodology for acquiring the Technology, and a decision-making process for sourcing the Technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment — MANTRA — a structured resource that represents a decision-making process integrating product attributes and marketplace requirements with the Technology Acquisition process.

  • Re-engineering the Technology Acquisition process
    IEE Colloquium on EPSRC Technology Management Initiative (Engineering and Physical Sciences Research Council), 1997
    Co-Authors: T.s. Durraini, S.m. Forbes, C. Broadfoot, A.s. Carrie
    Abstract:

    Technology Acquisition plays a key role in the management of Technology in industrial organisations. To provide a competitive advantage to organisation whose primary business focus is on product development, change management and market success, a conceptual model was developed which provides a formalised approach to Technology Acquisition, involving a staged process for identifying a Technology; a methodology for acquiring the Technology, and a decision-making process for sourcing the Technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment-MANTRA-a structured resource that represents a decision making process integrating product attributes and marketplace requirements with the Technology Acquisition process.

Tariq S. Durrani - One of the best experts on this subject based on the ideXlab platform.

  • An integrated approach to Technology Acquisition management
    International Journal of Technology Management, 1999
    Co-Authors: Tariq S. Durrani, S.m. Forbes, C. Broadfoot
    Abstract:

    Research on the electronics industry in Scotland by the authors has indicated that while many companies have focused on improving their product development and process innovation procedures, they have, in general, not formalised the management of the Technology Acquisition process to the same extent. To fulfil this need, the authors propose a new, holistic approach to Technology Acquisition that integrates a number of strands of Technology management. The approach leads to a generic Technology Acquisition Model that can be employed at both a strategic level and an operational level. The model provides a structured framework to identify the most appropriate technological solution to a market need, and the most suitable source for acquiring the chosen Technology that best matches the strategic objectives of an organisation. A software package which implements the model has been developed to provide decision-makers with a user-friendly tool for implementing the Technology Acquisition process. Case studies are included to verify the conceptual framework and its applications.

  • Managing the Technology Acquisition process
    Technovation, 1998
    Co-Authors: Tariq S. Durrani, S.m. Forbes, C. Broadfoot, A.s. Carrie
    Abstract:

    Abstract Technology Acquisition plays a key role in the management of Technology in industrial organisations. To provide a competitive advantage to organisation whose primary business focus is on product development, change management and market success, a conceptual model was developed which provides a formalised approach to Technology Acquisition, involving a staged process for identifying a Technology; a methodology for acquiring the Technology, and a decision-making process for sourcing the Technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment — MANTRA — a structured resource that represents a decision-making process integrating product attributes and marketplace requirements with the Technology Acquisition process.

  • A virtual framework for Technology Acquisition
    IEMC 96 Proceedings. International Conference on Engineering and Technology Management. Managing Virtual Enterprises: A Convergence of Communications , 1
    Co-Authors: C. Broadfoot, S.m. Forbes, J.c. Greenwood, S.k. Banerjee, Tariq S. Durrani
    Abstract:

    This paper presents the results of work conducted on "Re-engineering the Technology Acquisition Process"-a project sponsored by the UK Engineering and Physical Science Research Council under its Management of Technology initiative.

A.s. Carrie - One of the best experts on this subject based on the ideXlab platform.

  • Managing the Technology Acquisition process
    Technovation, 1998
    Co-Authors: Tariq S. Durrani, S.m. Forbes, C. Broadfoot, A.s. Carrie
    Abstract:

    Abstract Technology Acquisition plays a key role in the management of Technology in industrial organisations. To provide a competitive advantage to organisation whose primary business focus is on product development, change management and market success, a conceptual model was developed which provides a formalised approach to Technology Acquisition, involving a staged process for identifying a Technology; a methodology for acquiring the Technology, and a decision-making process for sourcing the Technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment — MANTRA — a structured resource that represents a decision-making process integrating product attributes and marketplace requirements with the Technology Acquisition process.

  • Re-engineering the Technology Acquisition process
    IEE Colloquium on EPSRC Technology Management Initiative (Engineering and Physical Sciences Research Council), 1997
    Co-Authors: T.s. Durraini, S.m. Forbes, C. Broadfoot, A.s. Carrie
    Abstract:

    Technology Acquisition plays a key role in the management of Technology in industrial organisations. To provide a competitive advantage to organisation whose primary business focus is on product development, change management and market success, a conceptual model was developed which provides a formalised approach to Technology Acquisition, involving a staged process for identifying a Technology; a methodology for acquiring the Technology, and a decision-making process for sourcing the Technology. To ensure widespread application and ease of operation, the model is realised in a groupware environment-MANTRA-a structured resource that represents a decision making process integrating product attributes and marketplace requirements with the Technology Acquisition process.

Atiqur Rahman - One of the best experts on this subject based on the ideXlab platform.

  • TECHNOLOGICAL PROGRESS AND Technology Acquisition: STRATEGIC DECISION UNDER UNCERTAINTY
    Production and Operations Management, 2009
    Co-Authors: Richard Loulou, Atiqur Rahman
    Abstract:

    We develop a stochastic programming model to aid manufacturing firms in making strategic decisions in Technology Acquisition. The proposed model maximizes the firm's expected profit under the condition of the uncertainty in technological progress and development. To solve this large-scale problem, we decompose future uncertainties through scenarios and then develop an algorithm to solve the resulting non-linear subproblems efficiently. Finally, we develop a heuristic to eliminate the infeasibility in the master problem and obtain best solutions. Numerical results show that our heuristic solutions are very close to the optimal solutions and meaningful insights are derived.