Technology Management at Rolls-Royce

Foden, James; Berends, J.J.

doi:10.1080/08956308.2010.11657619

Cited by 22 publications

(11 citation statements)

References 3 publications

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“…These works consider the entities involved in the subtasks of technology decisions and also their organizational integration (e.g. Bucher et al, 2003;Foden and Berends, 2010;Phaal et al, 2012), but do not regard the attention-based view (Ocasio, 1997). From an attention-based view, literature has analyzed various antecedents to attention (e.g.…”

Section: Introductionmentioning

confidence: 99%

Towards an attention‐based view of technology decisions

2015

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The importance of technology decisions is widely acknowledged in both research and practice. However, we know little about how companies structure technology decisions from an organizational point of view and how attention is distributed in the course of the decision process in order to identify, process, and transfer information between the organizational units involved. Using the attention‐based view of the firm and 14 qualitative case studies, we present five approaches for organizing technology decisions: (1) centralized decision‐making, (2) busy information bee, (3) double‐blind analysis, (4) moderated expert panel, and (5) coterie approach. On this ground, this paper introduces a new, attention‐based view on technology decisions, which improves the theoretical understanding of organizations and provides guidelines for practitioners in choosing an appropriate organizational configuration in this regard.

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Section: Introductionmentioning

confidence: 99%

Towards an attention‐based view of technology decisions

2015

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“…Strategic technology areas often provide an advantageous organisation mechanism for technology‐driven companies (Foden et al, 2008). Should these not already be in place, a workshop with representation from R&D and engineering is required to segment the company into main technology areas.…”

Section: Ti Methodologymentioning

confidence: 99%

“…In order to keep abreast with technological developments and state‐of‐the‐art (SOA), occurring both internally and externally to the company, it is important to have formally established Technology Networks (internal and external) (Foden et al, 2008). This Technology Network consists of a list of key contacts who are knowledgeable of a particular technological area and provide comprehensive expertise through their involvement in subsequent TI stages.…”

Section: Ti Methodologymentioning

confidence: 99%

Combining methods in the technology intelligence process: application in an aerospace manufacturing firm

Arman¹,

Foden²

2010

R&D Management

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Technological change is a major factor in gaining competitive advantage in manufacturing industries. Promoting innovation, exploiting technological opportunities and avoiding threats are increasingly important. Firms need to recognise both current and potential future technological advances that can affect their products, services and processes. This paper presents a Technology Intelligence (TI) methodology and toolset, the main purpose of which is to enable companies to monitor and assess technological developments associated with their products, components, processes and other areas of concern. These technology management activities will assist the company in evaluating its environment while taking advantage of technological changes that represent opportunities or threats. The methodology is described in detail and demonstrated using a case study conducted in an aerospace manufacturing firm in the United Kingdom.

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“…As identified by Foden and Berends (2010), "less attention is paid to management of manufacturing technologies, even though many organizations compete on the basis of their manufacturing capabilities." In a recent report, the GAO concluded that better manufacturing outcomes can be achieved by standardizing the way in which manufacturing risks are managed (GAO 2010).…”

Section: Mrlsmentioning

confidence: 99%

“…Organizations, in order to manage their technology development portfolio, should employ an integrated framework to ensure timely technology investment decisions and capability development (Foden and Berends 2010). As in any organization, the need for the technology must satisfy the business needs and product requirements (i.e., technology pull).…”

Section: Technology Management As a Wholementioning

confidence: 99%

Contextual role of TRLs and MRLs in technology management.

Fernández¹

2010

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Technology Readiness Levels (TRLs) have been used extensively from the 1970s, especially in the National Aeronautics and Space Administration (NASA). Their application was recommended by the General Accounting Office in 1999 to be used for major Department of Defense acquisition projects. Manufacturing Readiness Levels (MRLs) have been proposed for improving the way manufacturing risks and readiness are identified; they were introduced to the defense community in 2005, but have not been used as broadly as TRLs. Originally TRLs were used to assess the readiness of a single technology. With the emergence of more complex systems and system of systems, it has been increasingly recognized that TRLs have limitations, especially when considering integration of complex systems. Therefore, it is important to use TRLs in the correct context. Details on TRLs and MRLs are reported in this paper. More recent indices to establish a better understanding of the integrated readiness state of systems are presented. Newer readiness indices, System Readiness Levels (SRLs) and Integration Readiness Levels, are discussed and their limitations and advantages are presented, along with an example of computing SRLs. It is proposed that a modified SRL be considered that explicitly includes the MRLs and a modification of the TRLs to include the Integrated Technology Index (ITI) and/or the Advancement Degree of Difficulty index proposed by NASA. Finally, the use of indices to perform technology assessments are placed into the overall context of technology management, recognizing that factors to transition and manage technology include cost, schedule, manufacturability, integration readiness, and technology maturity. 4This page is intentionally left blank.5

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Technology Management at Rolls-Royce

Cited by 22 publications

References 3 publications

Towards an attention‐based view of technology decisions

Towards an attention‐based view of technology decisions

Combining methods in the technology intelligence process: application in an aerospace manufacturing firm

Contextual role of TRLs and MRLs in technology management.

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