Networks, Machines and Portfolios

J. Allouche, G. Pogorel

Networks, Machines and Portfolios

Technology Decision-making in Large Corporations

Printed Edition

29.50

Pages: 160

ISBN: 9788820463458

Edition: 1a edizione 1990

Publisher code: 1021.90

Availability: Nulla

This research aims at a questioning of business policy, as to how technology is handled and innovation facilitated in large industrial corporations. A 102-items survey questionnaire has been answered by 79 large companies in France, Italy, Japan and the USA.

Three management styles emerge: Machine organizations aim at implementing a core skill and a rigorous style of management closely congruous to the production process. Portfolio companies practice portfolio planning management with a strong emphasis on financial variables. Technological networks have a global view with technology as a main component. Innovation in itself is a decision criterion and one of the company values. Each firm choses its style, which is not determined by its sector of activity. National cultural patterns play a major role. The analysis presented here are robust enough to allow any company to quickly diagnose its own style, especially with regard to technology management.

Foreword and
Acknowledgments
1. Management of technology: the main issues
Part 1 The technology strategies of corporations
2. Technology in business strategy: the empirical evidence
2.1 Technology in business policy
2.2 The influence of valorization on structure and organization
2.3 Technological sources and information processing
2.4 Conclusion: orthodox management
3. Styles of technology management
3.1 Me machine organization
3.2 Me portfolio enterprise
3.3 The technological network
4. Does the respondents' function influence their view of the strategies?
4.1 Methodology
4.2 Me respondents' positions: classification
4.3 The influence of the position on the respondent's view of technology
4.4 Top managers, R&D managers and directors of technology & innovation: three distinct patterns of behavior toward technology?
5 . Sectorial differences and similarities in technology management
5.1 Scope and conceptual framework
5.2 Sectorial influences on technology strategy
5.3 Technology based taxonomy of sectors
Part 2 Countries and technology strategies
6. Comparative view: technology and strategic management in France, Italy, Japan, USA
6.1 A brief review of the literature
6.2 Technology in business policy
6.3 Structures and organization
7. National management types and intra-country diversities
7.1 Japan
7.2 USA
7.3 France
7.4 Italy
8 . Technology strategy and economic performance
8.1 Scope and conceptual framework
8.2 Management types, styles and performance
9. Diagnosing technology management styles and country types
9.1 Style diagnosis
9.2 Country type diagnosis
10. Summary and main findings
Appendixes
Questionnaire
Bibliography


Contributors:

Serie: Isvet-Istituto per gli Studi sullo Sviluppo Economico e il Progesso Tecnico - Documenti

Subjects: Industrial Economics

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