University Report: Strategic Management of Technological Innovation

This report explores the strategic management of technological innovation, focusing on its impact on virtual teams. It examines the importance of strategic approaches in organizing operations and influencing employee conduct. The report references Gassman and von Zedtwitz's work on transnational cooperation models, highlighting the significance of knowledge sharing and coordination within firms. Four patterns of virtual teams are identified: decentralized self-coordination, system integrator as coordinator, core team as system architect, and centralized venture team. The discussion covers the role of communication technologies, the influence of corporate culture, and the implications of different innovation types (modular vs. architectural). The report also considers the assessment of trainer skills and the promotion of collaboration in virtual teams, emphasizing the importance of ethical conduct and communication channels. Ultimately, the report concludes that strategic approaches are crucial for achieving positive outcomes in business operations, particularly in managing virtual teams and ensuring effective knowledge transfer.

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.

3
MANAGEMENT
At the initial stage, there was an absence of power or authority over the teams. Therefore, the
main source of communication were telephone, internet, shared database and groupware.
Strong reliance on the corporate culture is disproportionately related with the weak
coordination. According to the results, modular innovation was opposed to architectural
innovation. The teams with system integrator as research and development coordinator, the
charge is on a single individual, who coordinates with the divisional heads. In this, Saebi and
Foss, (2015) are of the view that coordination is better developed, as there is understanding
between the teams and the leader. In this, the focus is on transmission of accurate, reliable
and valid knowledge. This is followed by tracking the progress, which is assistance for
planning the further developments, which are needed for upgrading the standards and quality
of virtual learning for the teams. Decentralized nature of the project enables the system
integrator to centralize the coordination.
Mention can be made of the core team as system architecture model, where the key decisions
are made through regular coordination of the research and development teams with that of the
other decentralized groups. The team comprises of a project manager, leaders from the
decentralized groups. The external customers and consultants make occasional presence in
the team. The teamwork exposed by the team members shape the architecture of the
development project (Frow, Nenonen, Payne & Storbacka, 2015). This teamwork proves
effective for resolving the conflicts, which standardizes the plans of achieving architectural
innovation in the technologies. Innovation is also reflected from the relocation of central
team, which helps in gaining maximum integration and coordination from the team members.
According to the arguments of Gassman and von Zeitdwitz, innovations are ‘radical,
architectural and require intensive transfer of the complex tacit knowledge through greater
decentralization’. Along with this, they also opine that innovations are incremental, modular
and do not require transfer of the complex, tacit knowledge and can be more centralized.

4
MANAGEMENT
Both of the statements are contradictory, adding hypothetical approach towards the
centralization of knowledge for enhancing the learning process of the virtual teams (Saebi &
Foss, 2015).
In case of the forming the virtual teams, assessment of the skills and qualification of the
trainer is vital. This is for the facilitation of collaboration for strengthening the interpersonal
skills of the team members. However, arguments are also exposed towards the self-attempts
of the team members towards making performances according to the Ethical code of
Conduct. Spontaneity in responding to the message maintains the stability in the relationship.
Informal interactions can be harmful for shunning the contacts in the virtual world. Group
conference calls and online conference are innovation communication channels for sharing
the ideas between the team members (Prajogo, 2016).
Conclusion
Strategic approach is vital for achieving positive outcomes in the business operations.
Strategies are beneficial even in the technological innovation, which enables the team leaders
in managing the learning of the teams in the virtual world. Formation of the groups needs to
be strong for extracting productive labour according to the requirements. Along with this, the
skills and qualification of the trainers also needs to be assessed for ensuring that the tacit and
complex knowledge is properly transmitted to the team members.

5
MANAGEMENT
References
Frow, P., Nenonen, S., Payne, A., & Storbacka, K. (2015). Managing co‐creation design: A
strategic approach to innovation. British Journal of Management, 26(3), 463-483.
Prajogo, D. I. (2016). The strategic fit between innovation strategies and business
environment in delivering business performance. International Journal of Production
Economics, 171, 241-249.
Saebi, T., & Foss, N. J. (2015). Business models for open innovation: Matching
heterogeneous open innovation strategies with business model dimensions. European
Management Journal, 33(3), 201-213.