Micro and Macro Approaches to Technology Management



Recap of Technology Management Framework
•Think about, how can the technology management framework be applied in a real-world scenario?
Provide an example.
•

the major tools and techniques include strategic planning, portfolio management, project
management, human resource management, and information management. They should also mention that
these tools and techniques should be used in a dynamic and flexible manner to adapt to the changing
technological landscape.
However, students should mention that the framework addresses the dynamic capability of an
organization by focusing on the micro-level analysis of technology management. It emphasizes the
need for organizations to continuously adapt their technology management practices in response to
changes in the technological landscape.
However, students should provide a specific example of a company or industry where the technology
management framework can be applied. They should explain how the company or industry can use the
tools and techniques mentioned in the framework to manage their technology in a dynamic and
flexible manner.
The Technology Management ™ framework by Cetindamar et al. is a dynamic capability model that
provides a systematic approach to managing technology in a company^1. It emphasizes that there’s no
single best way to manage technology, and success isn’t mechanistic but dynamic^1.
Let’s consider a hypothetical example of a company in the renewable energy sector to illustrate the
application of this framework:
1.Identification of Technologies: The company identifies solar power and wind energy as key
technologies that could drive their growth in the renewable energy market.
2.Selection of Technologies: After a thorough analysis of the market trends, technological
feasibility, and alignment with the company’s strategic goals, the company decides to invest more
in solar power due to its wider acceptance and falling costs.
3.Acquisition of Technologies: The company could acquire the necessary technology through various
means such as in-house development, licensing, or buying patents.
4.Exploitation of Technologies: Once the technology is acquired, the company would then integrate
it into their products or services. This could involve designing solar panels and related
equipment, and offering installation and maintenance services.
5.Protection of Technologies: The company would need to protect their technology through patents to
ensure they maintain a competitive edge in the market.
6.Learning: The company should continuously learn from its TM activities and the market, to feed
into their future technology identification and selection processes.
This is a simplified example, and real-world applications would involve much more complexity and
iterations among these steps. The key is that the TM framework provides a structured approach to
making and executing strategic decisions related to technology^1.
Sure, let’s consider a practical example of a software development company to illustrate the
application of the Technology Management ™ framework by Cetindamar et al.
1.Identification of Technologies: The company identifies cloud computing and artificial
intelligence as key technologies that could drive their growth in the software market.
2.Selection of Technologies: After analyzing market trends, technological feasibility, and
alignment with the company’s strategic goals, the company decides to invest more in artificial
intelligence due to its potential to create innovative products and services.
3.Acquisition of Technologies: The company could acquire the necessary technology through various
means such as in-house development, partnerships with AI research institutions, or hiring AI
specialists.
4.Exploitation of Technologies: Once the technology is acquired, the company would then integrate
it into their products or services. This could involve developing AI-powered software solutions for
various industries such as healthcare, finance, and retail.
5.Protection of Technologies: The company would need to protect their technology through patents
and copyrights to ensure they maintain a competitive edge in the market.
6.Learning: The company should continuously learn from its TM activities and the market, to feed
into their future technology identification and selection processes.
This is a simplified example, and real-world applications would involve much more complexity and
iterations among these steps. The key is that the TM framework provides a structured approach to
making and executing strategic decisions related to technology.

Technology is changing our lives
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Content of the lecture

1.Technology S-Curve:
1.The Technology S-Curve illustrates the typical pattern of technology advancement, showing slow
growth at the initial stages, followed by rapid growth, and eventually reaching a plateau as the
technology matures.
2.Technology Adoption Model (TAM):
1.The Technology Adoption Model focuses on how users adopt and utilize new technologies. It helps
in understanding the stages of technology adoption, including innovators, early adopters, early
majority, late majority, and laggards.
3.Technology Cycle and Dominant Design:
1.The Technology Cycle describes the life cycle of a technology from inception to obsolescence.
Dominant Design refers to the standard set by the industry for a particular technology, influencing
product development and market acceptance.
4.Technology Diffusion:
1.Technology Diffusion explores how innovations spread through markets or societies. It considers
factors like communication channels, social networks, and adoption rates to understand how
technologies become widely accepted.
The relationship between these models lies in their collective contribution to understanding
technology evolution, adoption, diffusion, and market dynamics. The Technology S-Curve and
Technology Cycle provide insights into technology development stages, while the Technology Adoption
Model and Technology Diffusion focus on user acceptance and market penetration. Dominant Design
acts as a standard-setting element that influences technological development and market
competition. Together, these models offer a comprehensive view of how technologies evolve, are
adopted, diffuse through markets, and establish dominant positions in industries.

Technology s-curves
•
•
https://synthesis.capital/insights/s-curve-adoption-our-house-view-on-alternative-protein-market-gr
owth
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§Depict how a technology develops and declines
§enables the analysis of the evolution of the performance of any technology
§Brought to the mainstream by Everett Rogers in 1962
•

The S-curve in technology management has a rich history and has been used as a tool to understand
and predict the path of technological innovation and adoption.
1.Schumpeter (1939): The cyclical pattern in technology trajectories was first discovered by
Schumpeter in 1939^1.
2.Fisher & Pry (1971): Many years later, Fisher & Pry created a mathematical model designed to
forecast the path of a technology, marking the start of a research paradigm that is still used
today^1.
3.Everett Rogers (1962): The popularization of the S-curve in the realm of technology adoption and
innovation is largely credited to Everett Rogers, a professor of communication studies. His seminal
work, “Diffusion of Innovations” first published in 1962, brought the concept into mainstream
academic discourse and business strategy^2. The S-curve can also be used to depict the diffusion of
innovations in a culture over time^3.
4.Clayton M. Christensen: In his work, Christensen used information from the technological history
of the disk drive industry to examine the usefulness of the S-curve framework for managers at the
firm level in planning for new technology development^4.
The S-curve pattern of innovation highlights the fact that as an industry, product, or business
model evolves over time, the profits generated by it gradually rise until the maturity stage. As a
product approaches its maturity stage, a business should ensure that it has new offerings in place
to capture future profit opportunities^5.
The S-curve has become a centerpiece in thinking about technology strategy. It represents an
inductively derived theory of the potential for technological improvement, which suggests that the
magnitude of improvement in the performance of a product or process occurring in a given period of
time or resulting from a given amount of engineering effort differs as technologies become more
mature^4.
I hope this gives you a good overview of the history of the S-curve in technology management. If
you have any more questions or need further clarification, feel free to ask! 😊

Technology s-curves
•Discontinuity and innovation:
6
Source: https://extrudesign.com/what-is-technology-s-curve/
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•Each technology has some limit, top ceiling, thank the technology becomes vulnerable at the top of
s-curve
•What happens in each phase?
•n the fermentation phase, the technology is in its infancy, and improvements are slow as it’s
being understood and developed. The takeoff phase represents a period of rapid growth and
improvement as the technology is adopted and optimized. Finally, the maturity phase is when the
technology reaches its peak potential, and improvements slow down as the technology saturates.
•Limitations and Opportunities: The S-curve also highlights the limitations of a current technology
(as it reaches the upper bend of the ‘S’) and signals when it might be time to invest in the
development of a new technology that could potentially start a new S-curve.
•Limits: predicability
•Technological progress can be influenced by a variety of unpredictable factors such as
breakthrough innovations, changes in market demand, or regulatory changes.
Predictability: The S-curve assumes a predictable and smooth path of technology development, which
is often not the case in reality. Technological progress can be influenced by a variety of
unpredictable factors such as breakthrough innovations, changes in market demand, or regulatory
changes.
Timing: It’s challenging to accurately determine where a technology is on the S-curve. Misjudging
the phase could lead to incorrect strategic decisions. For example, a technology might seem to be
leveling off, when in fact it’s on the verge of a breakthrough that propels it into a new phase of
rapid growth.
Not All Technologies Follow an S-Curve: Some technologies may not follow an S-curve pattern. They
might experience continuous rapid growth, or they might plateau without ever experiencing a takeoff
phase.
Overemphasis on Technological Determinism: The S-curve model tends to focus on the technology
itself, potentially overlooking the importance of social, economic, and political factors that can
significantly influence the adoption and development of a technology.
Difficulty in Identifying the Start of a New S-Curve: It can be challenging to identify when one
S-curve ends and a new one begins. This can make it difficult to plan for the transition to a new
technology.
Telegraph: The telegraph technology saw a slow start in the early 19th century, then rapidly grew
as it became the primary means of long-distance communication, and finally reached a plateau as
telephones became more prevalent.
Incandescent Light Bulbs: After their invention, incandescent light bulbs slowly improved in
efficiency and lifespan. The technology then took off as electric power became widely available.
However, the technology matured and is now being replaced by more efficient lighting technologies
like LEDs.
Personal Computers: The personal computer (PC) had a slow start in the 1970s, then saw explosive
growth in the 1980s and 1990s with the advent of more user-friendly operating systems and
affordable hardware. The market has since matured, with growth slowing as the technology has become
ubiquitous.
Smartphones: Early smartphones were expensive and had limited functionality, leading to slow
initial adoption. With the introduction of the iPhone in 2007, the technology entered a phase of
rapid growth. The market is now maturing, with most people in developed countries owning a
smartphone.
Yes, not all technologies follow the S-curve pattern. Here are a few examples:
Blockchain Technology: Blockchain technology, which underpins cryptocurrencies like Bitcoin, has
not followed a traditional S-curve. Its development and adoption have been marked by periods of
intense hype followed by disillusionment, with significant volatility in between. This is partly
due to the fact that it’s a foundational technology that could potentially disrupt many industries,
but its practical applications are still being explored and understood.
Quantum Computing: Quantum computing is another technology that hasn’t followed the S-curve. While
there’s been steady progress in the field, the technology is still in its early stages and hasn’t
reached the takeoff phase due to significant technical challenges that need to be overcome.
Artificial Intelligence (AI): While certain aspects of AI, such as machine learning, have seen
rapid growth and could be said to follow an S-curve, AI as a whole has not. This is because AI is a
broad field with many sub-disciplines, each of which is at a different stage of development. Some
areas, like natural language processing, are advancing rapidly, while others, like artificial
general intelligence, are still largely theoretical

Technology s-curves
•
•
•Select three social media platforms that have been around for a while and plot the S-curve for
your chosen platforms.
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Technology s-curves
•How to use S-curves (methodologically):
1.Longitudinal data collection based on a performance metric.
2.Observing or forecasting the evolution and plotting the curve.
3.Using the resulting curve for planning and decision making.
Intepe and Koc, 2012. The Use of S Curves in Technology Forecasting and its Application On 3D TV
Technology. In: International Journal of Industrial and Manufacturing Engineering
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Technology parametrs on the y axis, sometimes also patent data are used and bibliometric data for
generating technology and logsititcs groeth to forecast technology

Technology s-curves
•Discuss with your neighbors: How can technology managers make use of the s-curve for planning and
decision making? For instance, think of activities by linking s-curves with the technology
management framework by Phaal et al. (2004).
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Technology s-curves
•Main advantages of using the S-curve
§Evaluating the different stages of a technology.
§Pointing out the importance of being ready for technological discontinuities highlighting the
importance of strategic positioning in case of a decline in gains.
§Giving the company the opportunity to be the first mover within a market.
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S-curves benefits and shortcommings
* Evaluating the different stages of a technology.
* Pointing out the importance of being ready for technological discontinuities highlighting the
importance of strategic positioning in case of a decline in gains.
* Giving the company the opportunity to be the first mover within a market.
•
⁻The S-curve does not provide suggestions on how strategists should react to discontinuities in
their technology.
⁻The advantage to be gained from new technologies cannot be quantified by the model.
⁻It is hard to conclude when to invest in new, and dispose of current, R&D.
⁻The S-curve does not reveal how the new technology could be foreseen by others or by whom it will
be introduced.
⁻S-curves might not reflect the dynamic product or market changes.
•
à S-curves are largely seen as descriptive rather than analytical.
(Fichman and Kemerer, 1995):
Christensen, 1992):
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However, not all products strictly follow this S-curve pattern. For instance:
1.Commodities or Basic Necessities: Products like rice, wheat, salt, etc., which have been in use
for a long time and have already reached their saturation point, may not exhibit an S-curve as
their demand is relatively constant and does not change dramatically over time.
2.Fad Products: These are products that become very popular in a short amount of time and then
quickly fade out of popularity. They might not follow the S-curve because their lifecycle is
typically short and does not have a long maturity or decline phase.
3.Disruptive Innovations: Sometimes, a new product can disrupt the existing S-curve of a product.
This is common in technology where a new innovation can make existing technology obsolete.
4.Products in Highly Competitive Markets: In markets where there is intense competition and
frequent introduction of new products, the S-curve may be disrupted as consumers switch between
different products.

Dominant design within technology cycle
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Dominant design: A product design that is adopted by the majority of producers, typically creating
a stable architecture on which the industry can focus its efforts.
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Anderson, P., & Tushman, M. L. 1990. Technological discontinuities and dominant designs: A cyclical
model of technological change. Administrative science quarterly: 604-633. (à background reading on
Moodle)
Source: Schilling/Shankar (2019)

Design competition
•How many wheels for a car?
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Design competition
•What type of steering ?
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Ford Model T introduced in 1908
Dominant design selection
15
Dominant design: A product design that is adopted by the majority of producers, typically creating
a stable architecture on which the industry can focus its efforts.
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Design competition in the context of dominant design refers to the period in the technology life
cycle when multiple designs or technologies are competing for market dominance^1^2.
During this phase, different companies might introduce various designs, each offering unique
features and approaches^3. These designs compete with each other in the marketplace, with consumers
and businesses evaluating them based on factors like performance, cost, compatibility, and user
experience^1^2.
Over time, as the market matures, one design typically emerges as the winner, becoming the dominant
design^3. This is the design that wins the allegiance of the marketplace, the one to which
competitors and innovators must adhere if they hope to command significant market following^1^2^4.
It’s important to note that the dominant design may not necessarily be the best or most efficient
design. It simply incorporates a set of key features that sometimes emerge due to technological
path-dependence and not necessarily strict customer preferences^2.
The emergence of a dominant design is a major milestone in an industry’s evolution and changes the
way firms compete in an industry^2. After a dominant design has been established, competition often
shifts from product design to other areas like cost, quality, and service^2.
•Is there a dominant design within Smart phone technology?
A dominant design emerges through a complex process involving technological innovation, strategic
behavior by firms, and co-evolution of technology and industry structure. It becomes standardized
as it gets widely adopted and as complementary products and services start to align with it. This
standardization often happens through formal or informal agreement in the industry, or simply
because the benefits of using a common design outweigh the benefits of using different designs.
For instance, in the computer industry, the QWERTY keyboard layout became the dominant design
despite not being the most efficient layout. In the automotive industry, the internal combustion
engine became the dominant design over electric and steam engines in the early 20th century. In the
software industry, Microsoft’s Windows operating system became the dominant design in personal
computer operating systems.
Yes, there is a dominant design in the smartphone industry. The dominant design in smartphones is
characterized by a rectangular shape with rounded corners, a touchscreen interface, and an
app-based operating system^1. This design became widely accepted and adopted after the introduction
of the iPhone in 2007^2.
However, it’s important to note that while there is a dominant design, there is still significant
product differentiation among manufacturers, and the smartphone market continues to evolve^3. For
instance, some smartphones differentiate themselves with unique features like advanced camera
systems, foldable screens, or stylus input.
Moreover, the dominant design in smartphones has influenced product features and technologies,
leading to the development of a wide range of complementary products and services, such as app
ecosystems, mobile payment systems, and wearable devices^4.
So, while the basic design of smartphones has become standardized, there is still plenty of room
for innovation and differentiation within this framework^1. This is a great example of how a
dominant design can provide stability and direction for an industry, while also fostering ongoing
innovation and competition^1.

dominant design
What factors contribute to firms winning the design competition in the era of ferment?
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Technology adoption
•Some research questions:
•Will anyone use what I’ve built?
•How can I get more people to use it?
•And why do people leave after a few days?
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Diffusion of technology
Based on Rogers (2003). Diffusion of Innovations. New York: Free Press. 5th Ed.
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Diffusion
Diffusion is the process by which an innovation is communicated through certain channels over time
among the members of a social system.
Rogers emphasizes the perception of newness. When discussing the diffusion of innovations, we don’t
care whether an innovation is truly novel. It just has to be perceived as such.
Innovations are diffused through communication channels: A communication channel is the means by
which messages get from one individual to another.
•Yet, first and foremost, Rogers identifies two distinct classes of channels: mass media and
interpersonal channels.
For example, software developers use Twitter to be exposed to new ideas, but also to connect with
other practitioners. In fact, in one study, the median software developer used twelve different
channels in their work.
Mass media broadcast messages — such as news, educational information, or entertainment — from a
sender to many receivers. Conversely, interpersonal channels exist between individuals and allow
for exchanges between them that can go back and forth.
•While mass media are initially important to spread awareness about an innovation, interpersonal
networks become more important over ti
Time is also an important aspect: diffusion is a process that unfolds over time. Thus, time is
relevant when investigating how an individual or other unit of adoption gradually changes their
internal state (e.g. knowledge or decision to adopt) and overt behavior (actual adoption or
rejection).
Time is also an important measure when categorizing adopters into different categories (see below)
or when determining an innovation’s rate of adoption — the number of adopters for an innovation in
a given period.
Finally, diffusion always happens within a social system.
•me as people turn to their peers for opinions on and evaluations of new ideas.
Social System
A social system is defined as a set of interrelated units that are engaged in joint problem solving
to accomplish a common goal. The members or units of a social system may be individuals, informal
groups, organizations, and / or subsystems.
For social systems, diffusion research distinguishes between two different structures. The social
structure influences diffusion through values, norms, roles, and hierarchies. Furthermore, the
communication structure determines how messages may flow through the social system, e.g. by
providing communication links between individuals.
The adoption rate is also influenced by the social system in which an innovation diffuses. Rogers
mentions weak ties, opinion leaders, social learning, and critical mass as important concepts that
help understand the diffusion of innovations through social networks.
Connected with adoption: Will anyone use what I’ve built? How can I get more people to use it? And
why do people leave after a few days? how and why people adopt new ideas, p
The adoption curve concept, also known as the diffusion of innovations theory, was first introduced
by Everett Rogers in his 1962 book, “Diffusion of Innovations.” Rogers was a sociologist who
studied how new ideas and technologies spread within communities.
Rogers categorised people into five groups: innovators, early adopters, early majority, late
majority, and laggards. He found that each group had its own characteristics and adopted new
technology at a different rate.
The model has been widely used in many areas of business and has implications for all companies,
not just those selling technology-based products and services. For example, marketers use the model
to understand better consumer behaviour and how to approach an audience with new concepts. And in
learning and development, it has a role to play in helping employees adopt new workplace
technology.
In recent years, the model has been criticised, especially regarding its linearity and the
assumption that all adopters are alike. However, it’s an influential model in technology management
and marketing to explain and predict technology adoption and remains widely used in many fields,
including the adoption of new medical practices, the spread of political ideologies, and the
diffusion of new consumer products.ractices, or tools. Model Diffusion of Innovations.
Sometimes called technology adoption lifecycle where five main segments are recognized: innovators,
early adopters, early majority, late majority and laggards.^[^citation needed^]

Early adopted but not with majority. What would you do?
>
Technology adoption curve chasm
Based on Moore (1991). Crossing the Chasm. Harper Business Essentials. 1st edition
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Convincing the early majority to adopt the product involves building a polished and reliable
product with a marketing message emphasizing the technology’s practical benefits..
Successfully crossing the chasm involves targeting a niche market within the early majority. This
will help create a customer base that is referenceable. The user experience enjoyed by this niche
target segment ultimately determines the word-of-mouth reputation within different segments of the
early majority. This reputation becomes a key factor in determining if the product will cross the
chasm.
Only when a technology successfully crosses the chasm can it achieve mainstream adoption. The
product can be scaled significantly when it crosses the chasm. The ability to cross the chasm is
considered a key factor in the long-term success of a technology product or company.
According to Moore, anyone with an innovation or new product should focus on one group of customers
at a time, using each group as a base for marketing to the next group. The most difficult step is
making the transition between visionaries (early adopters) and pragmatists (early majority). This
is the chasm that he refers to. If a successful firm can create a bandwagon effect in which enough
momentum builds, then the product becomes a de facto standard, by creating a complete solution for
one intractable problem in one business vertical before building out services in adjacent verticals
and expanding on from there.
The technology adoption curve chasm, also known as the “chasm” or the “early market chasm,” refers
to the gap between the early adopters and the early majority in the technology adoption curve. This
gap represents a challenge for retailers, as it can be difficult to transition from early adopters
to the early majority.
According to Geoffrey Moore, who wrote the book “Crossing the Chasm“, the reason for the gap is
that early adopters are willing to take risks and try new products, while the early majority is
more sceptical and requires more evidence before making a purchase. The early majority also tends
to be more mainstream, and their purchasing decisions are influenced by the opinion leaders in
their community.
To cross the chasm, retailers need to tailor their marketing and sales efforts to the early
majority by offering them more evidence-based information about the product, such as case studies
and customer testimonials, and addressing the specific concerns and objections of this group.
Tactics could include:
•Targeting a specific market segment.
•Ensuring a strong product-market fit and addressing product weaknesses.
•Having a clear value proposition and messaging that appeals to the early majority.
•Building partnerships and alliances with established companies and industry leaders.
•Providing education and support to help early majority customers feel confident adopting the new
technology.
The chasm model does have its critics. MIT Sloan School of Management professor Erik Brynjolfsson
has argued that it oversimplifies the role of technology in the market, and Alexander Osterwalder,
a prominent business strategy consultant, criticised the theory for its limited applicability to
current market conditions. However, the concept of a chasm in the technology adoption curve is
widely recognised as a challenge that retailers must overcome to bring products to market
successfully.
Everett Rogers, tvůrce teorie šíření inovací, která je základem teorie propasti, zpochybnil koncept
propasti slovy: "Dosavadní výzkumy nepotvrzují tvrzení o propasti mezi určitými kategoriemi
osvojitelů. Naopak, inovativnost, pokud je správně měřena, je spojitá proměnná a mezi sousedními
kategoriemi osvojitelů neexistují žádné ostré zlomy nebo diskontinuity (i když mezi nimi existují
významné rozdíly)"[2][3].Translated with DeepL.com (free version) Moore's theories are only
applicable for novel or discontinuous innovations in a B2B marketplace; adoption of continuous
innovations — ones that do not force a significant change of behavior by the customer — are still
best described by the original technology adoption lifecycle.^[^editorializing^][^citation needed^]

Interaction
20
Work with your neighbors: Discuss how the three macro views are connected by establishing a link
between
a)s-curves
b)technology cycles and dominant design
c)technology diffusion theory.
Use drawings to connect the approaches.
Source: https://extrudesign.com/what-is-technology-s-curve/
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S-curves and the diffusion of innovation
•
Source: Schilling/Shankar (2019)
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Collaborative concepts
•Modern technology development is a collaborative enterprise between various actors, in different
combinations, and at different stages of the technology development process.
•
Collaborative Concept
The big idea
Starting reference
Key Authors
Triple Helix
Interactions between government-industry-universities with each fulfilling both their traditional
and non-traditional role.
Cai & Etzkowitz, 2020
Henry Etzkowitz
Open Innovation
A view of collaborations of an individual firm that focusses on inflows & outflows of intellectual
property.
West & Bogers, 2014
Henry Chesborough
Networks
Enduring inter-organisational ties involving the exchange of knowledge and other economic resources
Birkinshaw, Bessant & Delbridge, 2007
Ron Burt
Eco-systems
Loosely inter-connected network of innovation actors that co-evolve technology capabilities
Furr, O’Keeffe & Dyer, 2016
Annabelle Gawer
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Triple-helix model
•What role do a) universities, b) industry, and c) government and policy organizations play for the
production of new technologies?
“A new mode of [technology] production is emerging based on linkages among academia, industry and
government.”
 (Etzkowitz/Leydesdorff, 1995)
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Triple-helix model
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Cai, Y., & Etzkowitz, H. 2020. Theorizing the Triple Helix model: Past, present, and future. Triple
Helix, 7(2-3): 189-226.
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Triple-helix model
•What are the implications of the triple-helix model for
•a) the innovating firm (e.g., Bose, Mellanox, SAP, Siemens Mobility, Vestas Wind) and
•b) the technology (e.g., sustainable packaging, quantum computing, biotechnology, 5G technology)?
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25

Agenda

1.Technology S-Curve:
1.The Technology S-Curve illustrates the typical pattern of technology advancement, showing slow
growth at the initial stages, followed by rapid growth, and eventually reaching a plateau as the
technology matures.
2.Technology Adoption Model (TAM):
1.The Technology Adoption Model focuses on how users adopt and utilize new technologies. It helps
in understanding the stages of technology adoption, including innovators, early adopters, early
majority, late majority, and laggards.
3.Technology Cycle and Dominant Design:
1.The Technology Cycle describes the life cycle of a technology from inception to obsolescence.
Dominant Design refers to the standard set by the industry for a particular technology, influencing
product development and market acceptance.
4.Technology Diffusion:
1.Technology Diffusion explores how innovations spread through markets or societies. It considers
factors like communication channels, social networks, and adoption rates to understand how
technologies become widely accepted.
The relationship between these models lies in their collective contribution to understanding
technology evolution, adoption, diffusion, and market dynamics. The Technology S-Curve and
Technology Cycle provide insights into technology development stages, while the Technology Adoption
Model and Technology Diffusion focus on user acceptance and market penetration. Dominant Design
acts as a standard-setting element that influences technological development and market
competition. Together, these models offer a comprehensive view of how technologies evolve, are
adopted, diffuse through markets, and establish dominant positions in industries.
Certainly, these three topics - Communities of Practice (CoP), Technology Adoption Model (TAM), and
Absorptive Capacity - are interconnected and can be related in the context of technology
management. Here’s how you can approach it:
1. Communities of Practice (CoP):
Start by explaining what CoP is - informal networks of professionals or people with shared
interests who learn from each other through interaction.
Discuss how CoP can facilitate knowledge sharing and learning, which are crucial for understanding
and adopting new technologies.
2. Technology Adoption Model (TAM):
Then, introduce the TAM, which explains how users come to accept and use a technology. Highlight
the factors that influence this process, such as perceived usefulness and perceived ease of use.
Discuss how CoP can influence these factors. For example, through shared learning and experience,
members of a CoP can help each other perceive a new technology as useful and easy to use, thereby
influencing its adoption.
3. Absorptive Capacity:
Next, introduce the concept of absorptive capacity, which is an organization’s ability to recognize
the value of new information, assimilate it, and apply it to commercial ends.
Discuss how both CoP and TAM can contribute to an organization’s absorptive capacity. CoP, through
shared learning and knowledge exchange, can enhance an organization’s ability to assimilate and
apply new knowledge. Meanwhile, understanding TAM can help an organization recognize the value of a
new technology and strategize its adoption process effectively.
4. Bringing It All Together:
Finally, bring all these concepts together. Discuss how fostering CoP, understanding TAM, and
building absorptive capacity can collectively enhance an organization’s ability to manage and adopt
new technologies effectively.
Remember, the goal is to not only convey information but also to engage students in discussion and
critical thinking about these concepts and their interrelationships. Encourage questions and
discussion to ensure understanding and engagement.

Technology acceptance model (TAM)
•explains how users come to accept and use a technology
•Constantly under criticism
•
DNA
Davis, F. D. (1989), "Perceived usefulness, perceived ease of use, and user acceptance of
information technology", MIS Quarterly, 13 (3): 319–340, doi:10.2307/249008, JSTOR 249008,
S2CID 12476939

1. Definition of Technology Adoption Model
Start by defining the Technology Adoption Model (TAM). It’s a model that explains how users come to
accept and use a technology. The model suggests that when users are presented with a new
technology, a number of factors influence their decision about how and when they will use it.
2. Key Components of TAM
Discuss the key components of the model: Perceived Usefulness (PU) and Perceived Ease of Use
(PEOU). PU is the degree to which a person believes that using a particular system would enhance
his or her job performance. On the other hand, PEOU is the degree to which a person believes that
using a particular system would be free from effort.
3. Practical Examples
Provide practical examples of TAM in action. For instance, you could discuss how a company
introduced a new software system and how employees’ perceptions of its usefulness and ease of use
affected their adoption of the system.
4. Importance of TAM in Business
Explain why understanding TAM is important for businesses. When introducing a new technology,
businesses can use TAM to better understand how users will receive it and to design strategies to
encourage its adoption.
5. Limitations of TAM
Discuss the limitations of TAM. While it’s a useful model, it doesn’t take into account factors
like social influence, individual personality traits, and the specific context in which the
technology is used.
Remember, the goal is to not only convey information but also to engage students in discussion and
critical thinking about the model and its applications. Encourage questions and discussion to
ensure understanding and engagement.

Technology acceptance model (TAM)
•Imagine new software system you started to use in the past and think about your behaviour. How did
you percieve uselfulness and ease of use and did it affect your adoption of the systém?
•
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Communities of Practice CoP
• groups of people who share a concern or passion for something they do and learn how to do it
better through regular interaction.
•Dimensions of practice within community: mutual engagement, joint enterprise, and a shared
repertoire
•Learning viewed as a social participation
•Dynamic boundaries defind by practice rather than institutionally
•Knowledge is a key asset
Based on „Wenger, Etienne. Communities of Practice: Learning, Meaning, and Identity. Cambridge
University Press, 1998.
DNA

Ethiene Charles Wenger is a founder. Learnng is necessary for develiping of human identity. People
are develping their shared identity through the active the participation in social commuitites. It
is something natural. Not new concept. Charles sanders Peirce and Deweys  community of inquiry
(lived in 19th centrury the end), or deey learning through occupation.
Therea are varios types of CoP – formal informal,
People understood as an important resource though the prism of community
Theory about social learning – not repalcin ´g other theories
Communities of Practice are groups of people who share a concern, a set of problems, or a passion
about a topic, and who deepen their knowledge and expertise by interacting on an ongoing basis
Mutual Engagement:
Members of a CoP are engaged in actions whose meanings they negotiate with each other. This
engagement is essential to the existence of the practice, and it is through this mutual engagement
that the community is defined.
Joint Enterprise:
This refers to the collective process of negotiating the purpose and goals of the community. It is
not a set, predefined objective but a dynamic process shaped by the members' interactions and the
context they operate within.
Shared Repertoire:
The shared repertoire includes routines, words, tools, ways of doing things, stories, symbols,
etc., that the community has developed over time. These elements become resources for negotiating
meaning within the community.
Learning in a CoP is seen as a process of social participation. It involves becoming a part of the
social fabric of the community and engaging with its practices. This approach shifts the focus from
teaching to facilitating opportunities for learning through participation..
defined by knowledge rather than by task as in teams, and exists because participation has value to
its members.
fundamentally self-organizing systems.
it is not only a network of relationships, it is "about" something

Communities of practice CoP
http://andrearabin.blogspot.com/2015/08/task-4-communities-of-practice.html
DNA

Communitits of practice to discuss
•Discuss how do CoP differ from other types of social groups like teams, networks, interest groups,
functional department
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Challenges and Dynamics:
CoPs are not always harmonious; they can involve conflicts, power dynamics, and competition.
However, these challenges can also drive learning and innovation as members navigate and negotiate
their differences.
. Challenges and Sustainability
While CoPs offer many benefits, they also face challenges such as sustaining member engagement,
managing conflicts, and aligning the community's goals with those of the larger organization.
Knowledge Sharing: They facilitate the exchange of information and best practices among
members.Learning and Development: Members enhance their skills and knowledge through
participation.Innovation: CoPs provide a platform for developing new ideas and solutions through
collective problem-solving.
Encourage students to compare CoPs with other social structures like teams, interest groups, or
networks, highlighting the unique aspects of CoPs.

Communities identification
DNA
https://files.eric.ed.gov/fulltext/EJ837276.pdf

Absorptive capacity
§
§Recognising the value of knowledge and external ideas, for instance by collaborating
§Assimilating knowledge: Synthesising and disseminating information/knowledge internally
§Applying knowledge for commercial ends: Embedding knowledge in products, services, processes
§
§
•
•
33
Absorptive capacity is “The ability of a firm to recognize the value of new, external information,
assimilate it, and apply it to commercial ends” (Cohen & Levinthal, 1990)
DNA

Absorptive capacity
•
34
Type of ACAP
Capability
Meaning
Elements
Potential
Acquisition
The capability to identify and acquire externally generated knowledge that is critical to its
operations (e.g., technology development)
Prior knowledge
Prior investments
Assimilation
The routines and processes that allow it to analyse, process and interpret information from
external sources.
Understanding
Realised
Transformation
The capability to refine and combine existing knowledge, newly acquired and assimilated knowledge
Internalisation
Conversion
Exploitation
The routines that allow firms to deploy existing competencies or to create new ones by
incorporating acquired and transformed knowledge into its operations
Implementation
Based on Zahra, S.A., George, G. (2002) à see Moodle

Absorptive capacity
35
Source: Zahra, S.A., George, G. (2002) à see Moodle
Assignment tip:
Social integration mechanisms speak (among others) to the internal networks of a firm. Does your
company have the network structures (i.e., social integration mechanisms) that allow transforming
potential into realized absorptive capacity?
Regimes of appropriability: Institutional and industry dynamics that effect of firms ability to
protect the advantages of any benefit from new technologies.
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CoP and Absorptive capacity
•What are the challenges organizations face in leveraging CoPs to develop absorptive capacity, and
how can these be addressed?
•How do Communities of Practice facilitate the acquisition, assimilation, transformation, and
exploitation of knowledge within an organization?
•
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Conclusions
§S-curves are a useful (descriptive) approach to understand the development of technologies
§S-curves, dominant design, and diffusion models are inherently linked
§Modern technology development is a collaborative enterprise as reflected for instance in the
triple helix model
§Absorptive capacity is key to reap value from collaboration
§Firm-internal social networks help translate potential into realized absorptive capacity
•
37
DNA

Stage gate model
DNA

Stage-Gate Model:
After discussing CoP, TAM, and Absorptive Capacity, introduce the Stage-Gate Model, which is a
project management technique in which an initiative or project (e.g., new product development,
process improvement, business change) is divided into stages (or phases) separated by gates.
At each gate, continuation is decided by (typically) a manager or a steering committee. The
decision is based on the information available at the time, including the business case, risk
analysis, and availability of necessary resources (e.g., money, people with correct competencies).
This model can be particularly useful in managing the development and launch of new technologies.
It provides a structured approach that allows organizations to carefully review and assess the
progress of a project at each stage, ensuring that only the most promising ideas are pursued.
Discuss how the Stage-Gate Model can complement the other concepts you’ve discussed. For example,
CoP can support knowledge sharing and problem-solving throughout the stages of the model, TAM can
inform the development of user-friendly technologies that are more likely to be adopted, and a
strong absorptive capacity can enhance an organization’s ability to learn and adapt throughout the
process.
Remember, the goal is to not only convey information but also to engage students in discussion and
critical thinking about these concepts and their interrelationships. Encourage questions and
discussion to ensure understanding and engagement.

Stage-gate model
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Technology evolution
•Relation between new and old technologies
•Doscuss with your neigbours relation between new and old technology
•Competitive subsititution (Fisher and Pry, 1971), predator-prey relation (Farrell,
•Symbiosis, host-parasite   relation – Theory of technological parasitism
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