Strategic Management of Technological Innovation

Running head: MANAGEMENT
STRATEGIC MANAGEMENT OF TECHNOLOGICAL INNOVATION
Name of the student:
Name of the university:
Author note:

1
MANAGEMENT
Table of contents
Introduction................................................................................................................................2
Background................................................................................................................................2
Discussion..................................................................................................................................2
Conclusion..................................................................................................................................4
References..................................................................................................................................5

2
MANAGEMENT
Introduction
This paper is aimed at excavating the strategic management approach towards technological
innovation. The thesis statement of the paper is to assess the importance of strategic
management in managing the virtual teams through innovation in technology.
Background
Strategic management is appropriate for organizing the operations according to the
requirements. Strategic approach of the manager is crucial for convincing the employees to
work according to the prescribed Code of Conduct. Involving the stakeholders and
shareholders in developing the strategies makes them a valuable asset for the organization
(Prajogo, 2016). Valuing the opinions of the stakeholders and shareholders is assistance in
gaining trust, loyalty and dependence. These aspects seem true even in case of technological
innovations, which proves beneficial for enhancing the virtual learning skills of the team
members. Both strategic management and technological innovation are interrelated, as
controlling the technical operations acts as an agent in assessing the performance of the teams
towards virtual learning.
Discussion
The paper cites the reference of Gassman and von Zedtwitz, who exposed hard efforts
towards building the transnational cooperation model. In this, their main focus was on
examining the coordination of the firms towards enhancing the virtual learning skills of the
team members. Frow, Nenonen, Payne and Storbacka, (2015) states that one of an important
aspect in this direction is that of sharing the knowledge, which influences the degree to which
the firms rely on decentralized and virtual processes. In the process, four patterns are
identified: decentralized self-ccordination, system integrator as coordinator, system architect
of the core team and centralized process into which the teams venture.