{"id":{"repo_id":"mit","oai_identifier":"oai:dspace.mit.edu:1721.1/39687"},"canonical_url":"https://search.dev.ndltd.org/etd/mit/oai:dspace.mit.edu:1721.1/39687","repository":{"repo_id":"mit","name":"MIT","base_url":"https://dspace.mit.edu/oai/request"},"display":{"title":"Technology development productivity : case studies in technology transition","abstract":"Development of new technology is critical to the growth and success of technology-driven companies. New technology is generated in a number of ways, one of the most important being the company's own internal research and development department. This thesis examines the transfer of technology developed in an internal R&D group into product development groups across multiple business units of the company. An analysis of the company's documented development process activities and metrics will establish the context in which technology is transferred. The company's organizational structure is a central R&D group that supports two market-focused business units, each with their own technology development group. A series of five case studies tracking technology that was developed in the central R&D group and transferred to the business units will illustrate the way technology development activity occurs in the organization. The R&D organization is structured to support research, applied research, and development activities that drive both incremental and radical innovation, and it is managed to support a balance of short term and long term strategic goals.","abstract_html":"Development of new technology is critical to the growth and success of technology-driven companies. New technology is generated in a number of ways, one of the most important being the company's own internal research and development department. This thesis examines the transfer of technology developed in an internal R&D group into product development groups across multiple business units of the company. An analysis of the company's documented development process activities and metrics will establish the context in which technology is transferred. The company's organizational structure is a central R&D group that supports two market-focused business units, each with their own technology development group. A series of five case studies tracking technology that was developed in the central R&D group and transferred to the business units will illustrate the way technology development activity occurs in the organization. The R&D organization is structured to support research, applied research, and development activities that drive both incremental and radical innovation, and it is managed to support a balance of short term and long term strategic goals.","abstract_has_math":false,"creators":["Taplett, Amanda Kingston"],"institution":"Massachusetts Institute of Technology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":"Leaders for Manufacturing Program at MIT","school":null,"contributors":[],"advisors":["Daniel E. Whitney and Sara Beckman."],"committee_chairs":[],"committee_members":[],"year":2007,"date_issued":"2007","date_published":"2007","updated_at":"2026-07-22T22:21:38Z","subjects":["Sloan School of Management.","Mechanical Engineering.","Leaders for Manufacturing Program."],"languages":["eng"],"rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"rights_urls":["http://dspace.mit.edu/handle/1721.1/7582"],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1721.1/39687","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Daniel E. Whitney and Sara Beckman."]},{"key":"dc:contributor.department","label":"Department","values":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. 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New technology is generated in a number of ways, one of the most important being the company's own internal research and development department. This thesis examines the transfer of technology developed in an internal R&D group into product development groups across multiple business units of the company. An analysis of the company's documented development process activities and metrics will establish the context in which technology is transferred. The company's organizational structure is a central R&D group that supports two market-focused business units, each with their own technology development group. A series of five case studies tracking technology that was developed in the central R&D group and transferred to the business units will illustrate the way technology development activity occurs in the organization. The R&D organization is structured to support research, applied research, and development activities that drive both incremental and radical innovation, and it is managed to support a balance of short term and long term strategic goals.","(cont.) The case studies highlight the fact that project definition should include attention to the goal the project is intended to achieve, the type of innovation used to achieve that goal, recognition of the phase or maturity of technological research in that area, and how those aspects of the project should shape the development process and plans for communication and collaboration."]},{"key":"dc:description.degree","label":"Dc Description Degree","values":["S.M.","M.B.A."]},{"key":"dc:title","label":"Title","values":["Technology development productivity : case studies in technology transition"]}]}],"canonical_facts":{"dc:contributor.advisor":["Daniel E. Whitney and Sara Beckman."],"dc:contributor.department":["Leaders for Manufacturing Program at MIT","Massachusetts Institute of Technology. Department of Mechanical Engineering","Sloan School of Management"],"dc:contributor.other":["Leaders for Manufacturing Program."],"dc:creator":["Taplett, Amanda Kingston"],"dc:date.accessioned":["2007-12-07T16:07:09Z"],"dc:date.available":["2007-12-07T16:07:09Z"],"dc:date.issued":["2007"],"dc:description":["Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2007.","Includes bibliographical references (p. 79)."],"dc:description.abstract":["Development of new technology is critical to the growth and success of technology-driven companies. New technology is generated in a number of ways, one of the most important being the company's own internal research and development department. This thesis examines the transfer of technology developed in an internal R&D group into product development groups across multiple business units of the company. An analysis of the company's documented development process activities and metrics will establish the context in which technology is transferred. The company's organizational structure is a central R&D group that supports two market-focused business units, each with their own technology development group. A series of five case studies tracking technology that was developed in the central R&D group and transferred to the business units will illustrate the way technology development activity occurs in the organization. The R&D organization is structured to support research, applied research, and development activities that drive both incremental and radical innovation, and it is managed to support a balance of short term and long term strategic goals.","(cont.) The case studies highlight the fact that project definition should include attention to the goal the project is intended to achieve, the type of innovation used to achieve that goal, recognition of the phase or maturity of technological research in that area, and how those aspects of the project should shape the development process and plans for communication and collaboration."],"dc:description.degree":["S.M.","M.B.A."],"dc:identifier.uri":["http://hdl.handle.net/1721.1/39687"],"dc:language.iso":["eng"],"dc:publisher":["Massachusetts Institute of Technology"],"dc:rights":["M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission."],"dc:rights.uri":["http://dspace.mit.edu/handle/1721.1/7582"],"dc:subject":["Sloan School of Management.","Mechanical Engineering.","Leaders for Manufacturing Program."],"dc:title":["Technology development productivity : case studies in technology transition"],"dc:type":["Thesis"]},"updated_at":"2026-07-22T22:21:38Z"}