Structures of Strategic Management of Technology in a Conceptual Framework of Enterprise Practice

Purpose – The purpose of this research is to introduce structures of strategic management of  technology as elements in a  conceptual framework. Design/methodology/approach: The approach of this study is abductive. The original framework is expanded and validated through inference to findings of large and small to medium-sized enterprise practices through interviews, finally ending on theory matching. Findings – The entire field of MOT (Management of Technology) is perceived complex, and there is contingency and immaturity in practices. Practitioners unanimously consider the elements of strategic management of technology as important for sustaining enterprise competitiveness. We suggest that strategic technology management should be evolved as a  distinctive managerial discipline in multifunctional organizations. The need for systematic MOT practices in a  company changes over time, depending on the life stage and size of the company. As a  company matures and grows, management of technology practices can be assumed to develop accordingly. Research limitations/implications – This research did not intend to reveal how practices are implemented, or what their maturity, effectiveness and efficiency is. The framework presented in this paper is suggested to provide premise for further theory development and to be applicable as a  frame of reference for designing strategic MOT practices in enterprises. Originality/value: In the absence of commonly agreed frameworks, elements of strategic technology management are discovered in this paper. For the framework development, integrated management theory is applied to consider technology management in strategic dimension. Companies should consider establishing and integrating strategic technology management as  a  distinguishing managerial discipline amongst other organizational functions.