Managing technology and innovation: a review

Abstract

Abstract This paper reports the first phase of a major study into the linkages between technology and strategy, with particular reference to smaller firms. As a preliminary step, a wide review of relevant literature was undertaken. Two main strands of knowledge have been identified. First, a number of high profile issues have dominated the field of technology management starting with Schumpeter's ‘creative destruction’. This seminal work has been refined, notably by Pavitt and Porter, culminating in the view that technology has become one of the principal determinants of competition. Second, a number of models were examined that assess development of technology within the firm over time. The principal implication for R&D managers is the authors' conclusion that the various constructs must be used pro‐actively in formulating technology strategy, thus providing a basis for better assessing acquisitions and disposals of technology‐intensive operations.

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