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Paul Carlile and Ali A. Yassine. Sharman, David M. (David Maynard), 1966- System Design and Management Program. System Design and Management Program. 2008-11-07T20:18:41Z 2008-11-07T20:18:41Z 2002 2002 http://hdl.handle.net/1721.1/43617 50944945 Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2002. Also issued in leaves. Includes bibliographical references (p. 232-236). Analysis of product and organisational architecture using dependency structure matrices to describe a series of domains, in conjunction with real options theory, assists in predicting the strategic capabilities of either existing or potential products and organisations, and likely optimal or maximal rates of change. This assists in predicting the extent to which technologically dependent organisations can realistically create and capture value from a portfolio approach as a number of technology conglomerates currently seek to do. It also goes some way towards explaining why existing organisations find it difficult to create or exploit new knowledge and thereby helps explain why many synergies remain unrealised. This suggests that strategic leadership of technology conglomerates must be by people who possess either the tacit knowledge of the financial, organisational and technical aspects of the business, or who possess explicit tools to bridge any gaps. Given that explicit financial tools are available, in the absence of unique individuals the strategic planning process needs to incorporate measures designed to a priori check that the proposed strategies will result in technical knowledge creation and organisational value capture. by David M. Sharman. S.M. 242 p. 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. Valuing architecture for strategic purposes : comments on applying the dependency structure matrix with real options theory Thesis application/pdf false Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="9018db79-d931-488a-bf2d-c556dd8973d8"> <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>Valuing architecture for strategic purposes : comments on applying the dependency structure matrix with real options theory</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2002</PublicationDate> <Authors> <Author> <DisplayName>Sharman, David M. (David Maynard), 1966-</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>Analysis of product and organisational architecture using dependency structure matrices to describe a series of domains, in conjunction with real options theory, assists in predicting the strategic capabilities of either existing or potential products and organisations, and likely optimal or maximal rates of change. This assists in predicting the extent to which technologically dependent organisations can realistically create and capture value from a portfolio approach as a number of technology conglomerates currently seek to do. It also goes some way towards explaining why existing organisations find it difficult to create or exploit new knowledge and thereby helps explain why many synergies remain unrealised. This suggests that strategic leadership of technology conglomerates must be by people who possess either the tacit knowledge of the financial, organisational and technical aspects of the business, or who possess explicit tools to bridge any gaps. Given that explicit financial tools are available, in the absence of unique individuals the strategic planning process needs to incorporate measures designed to a priori check that the proposed strategies will result in technical knowledge creation and organisational value capture.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>