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Global Journal of Flexible Systems Management
Year : 2010, Volume : 11, Issue : 1and2
First page : ( 13) Last page : ( 24)
Print ISSN : 0972-2696. Online ISSN : 0974-0198.

Strategic Technology Management in Practice: Dynamic SAP-LAP Analysis of an Auto Component Manufacturing Firm in India

Sahoo Tapan1, Banwet D. K.2, Momaya K.3

Tapan Sahoo (B.E., MBA, IIT/D) heads the technology development function in the Electrical and HVAC technology domain as General Manager at Maruti Suzuki India's Engineering, Research, Design and Development Centre. He is a Graduate in Electrical engineering and holds a MBA degree (Focus on Technology and Strategic Management) from Dept of Management Studies, I.I.T. Delhi. He actively participates and contributes in formulation of industry standards and regulations for the automotive industry in India and is member in professional societies like BIS, SAE, SIAM and GIFT etc. He is a member of various task forces of SIAM, NATRIP and OICA-GEE panel. He is a research scholar at the Department of Management studies, I.I.T. Delhi and his areas of research interest include Strategic technology management, Strategic management, e-Governance and Technology development.
D.K. Banwet, (Ph.D., IIT/D), FIE is Professor and Group Chair, Operations Management and was Dalmia Chair Professor at the Department of Management Studies of IIT, Delhi. He is a graduate mechanical engineer, a Masters in Industrial Engineering and a Ph.D. (Production and Operations Management) from I.I.T. Delhi. He has been a former Head of the DMS. His areas of research interest include Operations Management, Supply Chain and Logistics Management; IT enabled DSS, Industrial Systems Engineering, TQM, Manufacturing Strategy, Technology and Project Management, Materials Management, Facilities Planning, OR Modeling, Telecom Systems and Entrepreneurship Management. He has undertaken prestigious research and teaching assignments at Kuwait Institute for Scientific Research, Asian Institute of Technology at Bangkok and University of Paris Sorbonne in the European International Management Programme at Paris. Prof. Banwet is on various committees on Technical and Management Education of Government of India, Ministry of HRD, AICTE, NPIU, Distance Education Council (DEC) and board members of engineering and management institutions.
K. Momaya, (M. Tech., IIT/D; Ph.D., Univ. of Toronto) has focused on competitiveness in research and teaching. He enjoys working with teams willing to take challenges of competitiveness in India and the Orient. As an industry focused academic, he has learnt, often as team, on research and consulting projects with Ministry of Science and Technology, DSIR, DST, ICICI-Knowledge Park, Sona Koyo and others in India and Institute of Innovation Research, NICT, JMAC, Shimizu Corp., and others in Japan. He has guided several Ph.D. students, contributed more than 30 papers in peer review journals in competitiveness or related areas of strategy or technology management. He is founder mentor of ‘Strategy and Competitiveness Lab‘ at the Department of Management Studies, IIT Delhi, which has been contributing to several initiatives on competitiveness and India-East Asia Collaborations. Currently, he is a Professor in area of Competitiveness and Strategy at SJM School of Management, Indian Institute of Technology, Bombay.

1Engineering, Research, Design & Development Division Maruti Suzuki India Limited, Gurgaon, India, E-mail: Tapan.Sahoo@maruti.co.in.

2Department of Management Studies, Indian Institute of Technology, Delhi, India.

3Shailesh J Mehta School of Management, Indian Institute of Technology, Bombay, India.

Abstract

The key purpose of the paper is to examine reality of Strategic Technology Management (STM) in the Indian context. Despite considerable efforts at enhancing competitiveness through technology management, the scale-up remains low. Among several reasons, weak linkages between the technology strategy and business strategy leading to gaps in the technology capability and competitiveness seem to be the potential root causes. Leadership of firms should have deep understanding of strategic issues of technology management and they should have the drive to go beyond the first set of strategic alliances to enhance capabilities of STM across the journey. While there is considerable literature which emphasizes the importance of linking technology and strategy, reality of STM in Indian context is rarely examined, particularly in mid-size firms. This study examines the longitudinal technology development at an auto component manufacturer in India and analyses the linkage between STM and business performance using the dynamic SAP-LAP analysis. The paper also extends the dynamic SAP-LAP framework to include mapping of STM aspects on a flexibility continuum.

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Keywords

auto component industry, competitiveness, dynamic SAP-LAP, learning issues, strategic technology management (STM), technology capability, technology strategy.

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