Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 33117
Technological Deep Assessment of Automotive Parts Manufacturers Case of Iranian Manufacturers
Authors: Manouchehre Ansari, Mahmoud Dehghan Nayeri, Reza Yousefi Zenouz
Abstract:
In order to develop any strategy, it is essential to first identify opportunities, threats, weak and strong points. Assessment of technology level provides the possibility of concentrating on weak and strong points. The results of technology assessment have a direct effect on decision making process in the field of technology transfer or expansion of internal research capabilities so it has a critical role in technology management. This paper presents a conceptual model to analyze the technology capability of a company as a whole and in four main aspects of technology. This model was tested on 10 automotive parts manufacturers in IRAN. Using this model, capability level of manufacturers was investigated in four fields of managing aspects, hard aspects, human aspects, and information and knowledge aspects. Results show that these firms concentrate on hard aspect of technology while others aspects are poor and need to be supported more. So this industry should develop other aspects of technology as well as hard aspect to have effective and efficient use of its technology. These paper findings are useful for the technology planning and management in automotive part manufactures in IRAN and other Industries which are technology followers and transport their needed technologies.Keywords: Technology, Technological evaluation, TechnologyMaturity
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1078030
Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 1739References:
[1] Arasti M & Pakniat M, (2006), A Classification of Models for Technology Strategy Formulation, EUROMOT conference Birmingham, United Kingdom.
[2] Pall R., Farrukh C.J.P., Probert D.R. (2001), Technology management process assessment: a case study, international journal of operations and production management, Vol.21, No.8, PP.1116-1132.
[3] Pall R., Farrukh C.J.P., Probert D.R. (2004), a framework for supporting the management of technological knowledge, international journal of technology management, Vol.27, No.1, PP.1-15.
[4] Panda H. & Ramanathan K. (1996), "Technological Capability Assessments of a Firm in the Electricity Sector", Technovation, Vol 16, No. 10.
[5] Farzipoor Saen.reza(2006), A decision model for technology selection in the existence of both cardinal and ordinal data, Applied Mathematics and Computation, No.181, pp.1600-1608.
[6] Chan, F.T.S, M.H. Chan and N.K.H. Tang(2000), Evaluation methodologies for technology selection, Journal of Materials Processing Technology, No.107, pp. 330-337.
[7] Torkkeli, Marko, Markku Tuominen(2001), The contribution of technology selection to core competencies, Int. J. Production Economics , No.77, pp. 271-284.
[8] Yap.C. And Wm Souder (1993), a filter system for technology evaluation and selection, Technovation 13 449-469.
[9] Arbel.A, and Y. Shapira(1986), A decision framework for evaluating vacuum pumping technology, Journal of Vacuum Science & Technology, Vol.4,No.2, pp.230-236.
[10] Miles, D. (1995), Constructive Change, Managing International Technology Transfer, International Labour Office, Geneva.
[11] Porter, M.E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
[12] Shamsuddin & Bititci (2006), Technological Competency Assessment Process (TeCAP): A Case Study, EUROMOT conference Birmingham, United Kingdom.
[13] Domie, Draaijer and Harry, Boer (1995), Designing market-oriented production systems: theory and practice, Integrated Manufacturing Systems, Vol. 6 No. 4, pp. 4-15.
[14] Kline.s (2003), what is technology?, in philosophy of technology edited by Scharff and Dusek, Blackwell publishing.
[15] APCTT (1989), Atlas Technology: A Framework for Technology Planning, APCTT Publications.
[16] Zeleny M. (1986), High Technology management, Human systems management, vol.6, pp.109-120.
[17] Radosevic S. (1999), International Technology Transfer and Catch-up in Economic Development, Edward Elgar Pub.
[18] Nonaka I., Takeuchi H. (2004), Hitotsubashi on knowledge management, john wiley & sons.
[19] Cowan, M., David, P., Foray, D., (2001), The explicit economics of knowledge codification and tacitness. Industrial and Corporate Change 9, 211-253.
[20] Johnson, B., Lorenz, E., Lundvall, B.-A(2002), Why all this fuss about codified and tacit knowledge. Industrial and Corporate Change 11, 245- 262.
[21] Gregory M.J. (1995), Technology management: a process approach, Proc IMechE, Vol.209, PP.347-356.
[22] Ford D.& Saren M. (1996), "Technology Strategy for Business", International Thomason Publishing.
[23] Chiesa V. (2001), R&D strategy and organization, imperial college press.
[24] Irani, Z., Sharif, A.M. and Love, P.E.D. (2001), "Transforming failure into success through organizational learning: an analysis of a manufacturing information system", European Journal of Information Systems, Vol. 10 No. 1, pp. 55-66.
[25] Remenyi, D., Money, A., Sherwood-Smith, M. and Irani, Z. (2000), The Effective Measurement and Management of IT Costs and Benefits, 2nd ed., Butterworth Heinemann, Oxford.
[26] Sharif, A.M., Irani, Z. and Love, P.E.D. (2005), "Integrating ERP with EAI: a model for post-hoc evaluation", European Journal of Information Systems, Vol. 14 No. 2, pp. 162-74.