Technology Management

(Argote & Hora, 2017) Organizational learning and management of technology. 

• Management of Technology:

  • Involves developing, adapting, and exploiting scientific and technological capabilities for strategic goals.

  • Knowledge measurement via surveys captures explicit but not tacit knowledge.

• Assessing Organizational Changes:

  • Measures changes in organizational routines, practices, and indicators of performance as a result of experiences.

  • Examines changes in organizational patent stock.

• Knowledge Frameworks in Organizations:

  • Three major frameworks: member, task, and tool networks.

  • Social, task, and tool networks intersect, forming member-task networks.

• Knowledge Embedded in Routines:

  • Routines carry organizational knowledge, impacting change speed.

  • Evolution of knowledge management systems enhances operational efficiency and competitiveness.

• Social Networks and Knowledge:

  • Social networks influence knowledge creation, retention, and transfer.

  • Transactive systems (member-task and member-tool networks) facilitate knowledge transfer and improve outcomes.

• Teamwork and Adaptation:

  • Teams coordinate efforts and foster transactive memory systems.

  • Groups don't easily adapt to changes by observing success elsewhere.

• Research Areas:

  • Exploration of organizational learning within firms due to new technology.

  • Role of machine learning, data mining, and technology in organizational learning.

  • Analysis of organizational learning and technology management using two-mode networks.

• Organizational Learning in the Supply Chain:

  • Vertical integration impacts organizational learning.

  • Supply chain's external environment influences organizational learning.

• Learning Framework in Supply Chains:

  • Member-task-tools frameworks and networks analyze knowledge transfer within the supply chain.

  • Challenges in knowledge transfer across organizations should consider routines and transactive memory.

• Factors Influencing Organizational Learning:

  • Outsourcing, originally focused on transaction costs, now includes capabilities and learning.

  • Absorptive capacity affects organizational learning by recognizing, assimilating, and applying external information.

• Geographic Distance and Ownership:

  • Geographic distance poses challenges to knowledge transfer but can be mitigated by social factors.

  • Different ownership structures pose challenges, with incentives and inter-organizational arrangements facilitating knowledge sharing.

• Returns to Knowledge:

  • Broader external knowledge sources lead to higher technological advancement.

  • Knowledge transfer along the supply chain is more effective than tools, with routines and transactive memory systems being significant sources of competitive advantage.