Topics: Business Architecture for Technology Management, Technology to
Competitive Advantage, Profiting from Innovation, and Technological Learning in Latecomer Firms
Preview: In practical terms, the Business Architecture is also often necessary as a means of demonstrating the business value of subsequent Technical Architecture work to key stakeholders, and the return on investment to those stakeholders from supporting and participating in the subsequent work. Business architects should also determine the scope of the business. In the context of a business, technology has a wide range of potential effects on management: Reduced costs of operations. New product and new market creation. Reorganized administrative operations. Competitive Advantage: Since technology is such a vital force, the field of technology management has emerged to address the particular ways in which companies should approach the use of technology in business strategies and operations. Technology is inherently difficult to manage because it is constantly changing, often in ways that cannot be predicted. Technology management is the set of policies and practices that leverage technologies to build, maintain, and enhance the competitive advantage of the firm on the basis of proprietary knowledge and know-how. Profiting Innovation: The final stage of the innovation process involves making it accessible to most users through market penetration. The benefits of an innovation, both to inventors and to society, are maximized only when the innovation is efficiently diffused. Some innovations are easy to adopt while others involve effort on the part of adopters. Latecomer Firms: The success of latecomer firms from the emerging economies challenges the conventional wisdom on entry timing and resource-based competence. Building on research on institutions in emerging economies and the resource-based perspective in strategic management, we propose a model to explain how resource poor latecomer firms in emerging economies catch up with the multinational incumbents. We classify latecomers based on their strategic learning intent as either emulators or blind imitators. The strategic learning intent depends on a firms complementary assets and its absorptive capacity. Firms that choose emulation develop flexible routines, while firms that choose blind imitation end up with rigid routines.
Narrative / Things I learned The reporters presented the topics with their mind games activities. From their activity, our group won the first place of it. From these topics I learned,The nature of business is fast evolving. Many traditional businesses have evolved from a local place to global proportions. These complex business evolution need to be tracked so appropriate changes in the business architecture can also be taken care by the information systems architects. These business enthusiast must have enough capabilities to plan and run the business with the new approach the society can offer.
Source/s: http://www.learn.geekinterview.com/data-warehouse/business-intelligence/business- architecture.html Knowledge management and innovation strategy: The challenge for latecomers in emerging economies Jiatao Li & Rajiv Krishnan Kozhikode
ChatGPT Side Hustles 2024 - Unlock the Digital Goldmine and Get AI Working for You Fast with More Than 85 Side Hustle Ideas to Boost Passive Income, Create New Cash Flow, and Get Ahead of the Curve