2026-09-19T04:56:09Zhttps://dspace.mit.edu/server/oai/request

oai:dspace.mit.edu:1721.1/298892022-01-13T07:55:19Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023

Thomas Kochan. Klosterman, Steven W. (Steven William), 1959- System Design and Management Program. System Design and Management Program. 2006-03-24T18:00:22Z 2006-03-24T18:00:22Z 2000 2000 http://hdl.handle.net/1721.1/29889 47918846 Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2000. Includes bibliographical references (p. 148-151). High-technology, new-economy firms seem to operate under different rules than their old-economy counterparts. The fast pace of disruptive invention, rapid product development cycles, short product market life and intense, frequently unanticipated competition drive technology strategies. Organizational growth and tight labor markets for talented employees influence technology capacity and capabilities. Valuation and profitability measurements seem to violate long-standing financial trends. All these reinforce a perception that these firms represent a radical departure from the stoic, traditional organization. This thesis explores the product development and organizational history of a leading high technology firm, Sun Microsystems. Using a model based upon the organizational life cycle and principles of systems architecture, we capture the common and unique characteristics of how the firm is dealing with changing markets, technology, complexity and growth. The study tests the hypothesis that, while Sun competes in a fast-paced arena, many problems experienced during periods of rapid growth are, in fact, endemic to any organization under similar circumstances. As this hypothesis holds, we look at current technology and process initiatives in the company to assess whether they are appropriately addressing the right issues. by Steven W. Klosterman. S.M. 151 p. 7783922 bytes 7804564 bytes application/pdf application/pdf eng Massachusetts Institute of Technology 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. http://dspace.mit.edu/handle/1721.1/7582 System Design and Management Program. An analysis of the strategic management of technology in the context of the organizational life-cycle analysis of technology management strategies in the context of the organizational life-cycle Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="a34009d0-96c9-43b5-9806-5ff569746775"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Language>eng</Language> <Title>An analysis of the strategic management of technology in the context of the organizational life-cycle</Title> <Subtitle>analysis of technology management strategies in the context of the organizational life-cycle</Subtitle> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2000</PublicationDate> <Authors> <Author> <DisplayName>Klosterman, Steven W. (Steven William), 1959-</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>http://dspace.mit.edu/handle/1721.1/7582</License> <Keyword>System Design and Management Program.</Keyword> <Abstract>High-technology, new-economy firms seem to operate under different rules than their old-economy counterparts. The fast pace of disruptive invention, rapid product development cycles, short product market life and intense, frequently unanticipated competition drive technology strategies. Organizational growth and tight labor markets for talented employees influence technology capacity and capabilities. Valuation and profitability measurements seem to violate long-standing financial trends. All these reinforce a perception that these firms represent a radical departure from the stoic, traditional organization. This thesis explores the product development and organizational history of a leading high technology firm, Sun Microsystems. Using a model based upon the organizational life cycle and principles of systems architecture, we capture the common and unique characteristics of how the firm is dealing with changing markets, technology, complexity and growth. The study tests the hypothesis that, while Sun competes in a fast-paced arena, many problems experienced during periods of rapid growth are, in fact, endemic to any organization under similar circumstances. As this hypothesis holds, we look at current technology and process initiatives in the company to assess whether they are appropriately addressing the right issues.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>