By Till Albert
Till Albert offers a laptop studying dependent method of harnessing details contained in sizeable information from various media assets similar to patents, medical courses, or the web. He exhibits how this data can be utilized for computerized adulthood assessment of but unknown applied sciences. difficult patent established symptoms comprise very necessary info on technological elements of adulthood yet lack for others equivalent to social, financial, ecological, or political components. The method offered during this publication is ready to include those different components and supply an organization foundation for strong expertise adulthood and velocity of adulthood evaluation.
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Additional info for Measuring Technology Maturity: Operationalizing Information from Patents, Scientific Publications, and the Web
Companies need strategies that capitalize on the synergy between their technology and other resources” (Zahra et al. 1999). An according integrated view on the competitive advantage of the firm would thus not be hierarchical. 2. Measuring Technology Maturity: Theoretical Aspects 13 Competitive Advantage Technology Resources Marketing Resources Financial Resources Other Resources Fig. 2 Technology as a component of competitive strategy according to ZAHRA et al. (1999) In either way, the technology has a direct impact on the competitive advantage of a firm.
It would also make the assessment more transparent, reproducible, and reliable. Standardization also brings speed advantages during results evaluation if the responsible manager is accustomed to the format of the report and knows where to look for the necessary information. Standardization in this context refers to two concepts. First of all, it is the rudimentary standardization of indicators and sequence of the process. And secondly it is the access of all business units to the same information.
This means they should conduct their own R&D or at least take part in cooperative technology development. x Reduce technology development to a minimum once they become basic technologies of the industry. Once the technology strategies and investment priorities have been settled, specific instruments of technology development have to be considered. These can be roughly characterized as so-called make-or-buy decisions. The distinction of make-or-buy decisions dates back to COASE (Coase 1937). Buy decisions may include know-how (patents1, licenses), ready-made parts, knowledgeable experts, entire departments or firms, whereas make decisions refer to knowledge generated from resources present in the firm.