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Case Study of New Product Technical ...

Sutton, James E., Sr.

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Case Study of New Product Technical Managers: Exploring Behavior, Role, Identity, and Technology Management Factors.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Case Study of New Product Technical Managers: Exploring Behavior, Role, Identity, and Technology Management Factors./
Author:	Sutton, James E., Sr.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2016,
Description:	258 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-11(E), Section: A.
Contained By:	Dissertation Abstracts International77-11A(E).
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10118811
ISBN:	9781339801407

Case Study of New Product Technical Managers: Exploring Behavior, Role, Identity, and Technology Management Factors.
Sutton, James E., Sr.

Case Study of New Product Technical Managers: Exploring Behavior, Role, Identity, and Technology Management Factors. - Ann Arbor : ProQuest Dissertations & Theses, 2016 - 258 p.

Source: Dissertation Abstracts International, Volume: 77-11(E), Section: A.

Thesis (Ph.D.)--Northcentral University, 2016.

Technical managers (TMs) trying to preserve identity in technology inadequately developed managerial skills and style. The problem of interest was how TM hard and soft skills, and style, influenced their identity, and how their view of action and decisions of leadership, managing engineering and technology, influenced their success. The purpose of this qualitative case study was to examine how and what technical managers' actions, in the form of hard and soft skills, knowledge, and style, affected their ability to promote their technical identity and their success. TMs were thirty to sixty years old with ten years' experience with companies headquartered in USA. TMs worked for a broad range of technology companies and each answered sixteen questions with four themes. The researcher selected TMs through professional affiliations spanning thirty professional groups. Selection comprised TMs with career trajectories stressing organization and strategic goals, and positions that promoted value analysis and engineering, and NPI. TMs used genuine compassion and concern for the welfare and interests of their team and senior management in place of protecting self-interest. TM leadership styles were active and proved an involved form of leadership and effective styles of leadership. TMs struggled to find time for continuous improvement with continuing education, attending seminars, professional affiliations and qualifying for certifications. U.S. based technology companies have experienced and skilled TMs and teams. TMs developed and communicated visions for profitable businesses and inspired team members targeting success. TMs must seek formal leadership training to improve task knowledge in leadership and communication. Identity change involved difficult steps that led to conflict when introducing solutions. TM teams must cut out redoing work of the global teams to achieve success. Researchers largely agreed with implications of this study. Future research should include a list of TM leadership competencies that lead to TM success. Further, scholars must develop an approach to address TM local and cultural barriers to lessen limits to success. Next, researchers should promote TM use of multiple mentors to expose different perspectives and different types of mentoring.

ISBN: 9781339801407Subjects--Topical Terms:

516664
Management.

Case Study of New Product Technical Managers: Exploring Behavior, Role, Identity, and Technology Management Factors.
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