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Critical factors in managing


The cornerstones of MOT research

Three important factors
 The creativity factor
 The timing factor
 Managing changes
Creativity factor
 Two key performance indicators : Invention and
 Novelty of artifact, process and system
 Imagination, passion, inspiration and incident discovery
 Useful product and service
 Market determination and customer evaluation
 Technological innovation
 Ignite from the technological/market insights
 Follow to acquire necessary and complementary knowledge,
 Transform all the stuff into workable procedures, physical product,
perceived service
 Diffuse them to the targeted customers,
 Cause some economic/social impacts
Types of innovation
 Radical innovation
 Paradigm shift
 Incremental innovation
 Kaizen
 Routine innovation (rationalization and
Linkage between science and
 Scientific discovery
 Technological innovation
 Intermediated by invention/innovation
 Tested by market and customer
Innovation cycle

Scientific discovery Breakthrough Technological innovation
& benefit

Touchstone of Market
Engines of innovation
 Creativity: a purposeful idea by rearranging
some new or existed ideas
 Stimulated by unsatisfactory situations
 Permissive circumstances for creativity
 Interested and interesting work design
 Communication and dialogue
 Encourage to take risk and uncertain venture
 Allow the failure consequence
 Incentive: award and compensation
Searching for the creative
 The capability of systemic expression
 Quick response of associative ideas
 Novel idea
 Identify some interesting informative source and content
 More curiousness
 Confront and embrace problems
 Unbending character
 Prudential conclusion
 Be interested in the analytical and explorative tasks
 Trace the intellect-consuming events
Bringing innovation to market
 Product definition: the persuasive/compelling
 Market positioning: tracing the market evolution
and segmentation
 4Ps marketing strategy
 Product package, price mix, promotion campaign,
distribution path
 Technology gap between suppliers and
 Pricing strategy: market penetration or capital recovery
The timing factor
 First mover vs. second movers
 Industry creating and customer education
 The technological trajectory
 Competitive dynamics
 DAT vs. CD; LD vs. VCD; CDMA vs. GSM; PHS vs. PDC
 Monitor the product life cycle
 Continuous improvement: product family and
cash management
 Credit of commitment and pre-announcement
Leaders vs. flowers
 When imitation is easy, markets don't work well,
and the profits from innovation may accrue to the
owners of certain complementary assets, rather
than to the developers of the intellectual property
 Leader and winner
 Leader but loser
 Flower but winner
 Flower and loser
 Laggard
 The need, in certain cases, for the innovating firm
to establish a prior position in these
complementary assets
To be the market leader
 Reputation  Massive investment
 Preempt positioning capital for pioneering
R&D and market research
 Define the industry
standard  Continuous income flow
for improvement
 Earlier return from
learning effects  Bearing the uncertainty
and failure disaster
 Deterrence advantage
 The lock-out risk of
 Higher profit
 Loyal customer
 Lure many competitors; a
 Attaining more target of knock-out; a
appreciation and support benchmark of imitation
Technology generation & new
 The continuous stream of
 (technology) Paradigm shift
 Market (behavior) changes
 Industry (process) transformation
 Watch out for the New/emerging
technology and its impacts
 Cannibalization
 Sustainability
Managing changes
 Productivity
 Effectiveness
 Competitiveness
 Technology foresight
 Market insight
 Strategic planning & implementation
 Dosi, Giovanni (1982), “Technological paradigms
and technological trajectories: A suggested
interpretation of the determinants and directions
of technical change,” Research Policy, 11(3),
 Teece, David J. (1987), “Profiting from
technological innovation: Implications for
integration, collaboration, licensing and public
policy,” Research Policy, 15(6), pp.285-305.