Elements of strategic technology management

1 ABCDEFGUNIVERSITY OF OULU 7500 FI-90014 UNIVERSITY OF OULU FINLANDACTA UNIVERSITATIS OULUENSISSERIES EDITORSSCIENTIAE RERUM NATURALIUMHUMANIORATECHNICAMEDICASCIENTI AE RERUM SOCIALIUMSCRIPTA ACADEMICAOECONOMICAEDITOR IN CHIEFPUBLICATIONS EDITORP rofessor Mikko SiponenUniversity Lecturer Elise K rkk inenProfessor Pentti KarjalainenProfessor Helvi Kyng sSenior Researcher Eila EstolaInformation officer Tiina PistokoskiUniversity Lecturer Seppo ErikssonUniversity Lecturer Seppo ErikssonPublications Editor Kirsti NurkkalaISBN 978-951-42-6249-4 (Paperback)ISBN 978-951-42-6250-0 (PDF)ISSN 0355-3213 (Print)ISSN 1796-2226 (Online)UNIVERSITATIS OULUENSISACTACTECHNICAUNIVERSITATIS OULUENSISACTACTECHNICAOULU 2010C 362 Kari SahlmanELEMENTS OFSTRATEGIC technology MANAGEMENTFACULTY OF technology ,DEPARTMENT OF INDUSTRIAL ENGINEERING AND management ,UNIVERSITY OF OULU C 362 ACTA Kari Page 1 Monday, June 21, 2010 10.

2 58 AMACTA UNIVERSITATIS OULUENSISC Technica 362 KARI SAHLMANELEMENTS OF strategic technology MANAGEMENTA cademic dissertation to be presented with the assent ofthe Faculty of technology of the University of Oulu forpublic defence in T nning-sali (Auditorium L4),Linnanmaa, on 12 August 2010, at 12 noonUNIVERSITY OF OULU, OULU 2010 Copyright 2010 Acta Univ. Oul. C 362, 2010 Supervised byProfessor Harri HaapasaloReviewed byProfessor Dilek CetindamarProfessor Saku M kinenISBN 978-951-42-6249-4 (Paperback)ISBN 978-951-42-6250-0 (PDF) 0355-3213 (Printed)ISSN 1796-2226 (Online) designRaimo AhonenJUVENES PRINTTAMPERE 2010 Sahlman, Kari, Elements of strategic technology managementFaculty of technology , Department of Industrial Engineering and management , University ofOulu, 4610, FI-90014 University of Oulu, Finland Acta Univ.

3 Oul. C 362, 2010 Oulu, FinlandAbstractIn an increasingly complex economic and social environment, high technology companies arefacing accelerating technological development and global technology -based competition. Due tothe critical role of technology in a competitive environment, strategic technology management isimportant for enterprises. For the long-term success, companies must develop and sustain theirtechnological capabilities to create internal and external impacts within an ambiguous socio-economic the absence of commonly agreed frameworks, Elements of strategic technology managementare discovered in this dissertation.

4 The research is conducted in the context of high technologyproduct companies, to develop a framework based on literature findings, and by obtainingqualitative information on enterprise practices. For the framework development, integrated management theory is applied to considertechnology management in strategic dimension. The framework consists of structures, objectivesand impacts categories, each having six main Elements which contain several sub-classes. In the research, perceptions of enterprise practitioners indicated that the entire field of strategictechnology management is confusing and diversely practiced.

5 The contribution of this dissertationis benefiting practitioners by providing an outline to assist in defining and developing thepractices. For the main theoretical contribution, the framework unites strategic management ,organizational management , and technology management concepts in enterprise a practical implication, it is suggested that companies should consider establishing andintegrating strategic technology management as a distinguishing managerial discipline amongstother organizational functions.

6 Enterprises should consider defining and developing the necessarystructures and objectives for strategic technology management , to proactively manage impacts oftechnology for competitiveness of the enterprise, and for sustainable development of its socio-economic conclusion, the framework provides for scholars and practitioners a logical structure toelements of strategic technology : strategic management , technology management To Bacchus 6 7 Preface The motivation for a research has to stem from the needs of the people, companies and institutes involved.

7 In the autumn 2007, the researcher was assigned responsibility on developing technology and architecture management practices for product technology in Nokia Siemens Networks. The company was established in the spring 2007 as a merger of Nokia Networks and Siemens Communications. The new company had to start consolidation of the businesses and the company s resources in a fiercely competitive business environment. The intent was to leverage the portfolio of the products and technologies as efficiently and effectively as possible.

8 Consequently, the researcher s principal need was to gain comprehensive understanding on what strategic technology management is. There are several means to acquire knowledge: learning by doing, attending training, reading books and conducting research. For the researcher, it became evident that there is no single solution that would sufficiently serve the need of gaining knowledge on technology management . Therefore conducting studies and research, and making a doctoral thesis on strategic technology management , appeared feasible to increase personal knowledge on the subject.

9 For publicly funded institutes, like University of Oulu, it is important to interact with the society to create innovations, promote competences of people and improve competitiveness of companies. Performance of universities is measured, among other things, by the number of yearly graduates and the number of publications. In this respect, conducting research provides opportunities for publications, and also a possibility to involve the researcher in technology management related courses to provide study topics and exercises for the students.

10 The purpose of this dissertation is to serve the above mentioned diverse needs, and to contribute to discussion on strategic technology management . 8 9 Acknowledgements Actually, it took some 23 years to complete this dissertation, for which the formal PhD studies were remarkably intensive. Continuous learning and involvement in technology management related duties at Nokia and Nokia Siemens Networks since 1987 can in this respect be regarded as practical university education. Therefore I appreciate guidance, support and contribution of all my superiors, colleagues and team mates during this time.