Organizational impacts of participation in industry-level collective action (technology roadmaps)
Cheney, Austin Carter
This research investigates the organizational and collective impacts of participation in industry technology roadmap (ITR) development; further, characteristics of the roadmapping collective make-up and processes that contribute to these impacts are evaluated. A model is developed, relating roadmapping characteristics to organizational and ITR collective impacts of creating an industry roadmap. The model includes: 1) motivations for organizations to participate in the development of an ITR, 2) industry-related motivations for developing a roadmap, 3) stakeholder-based structure and processes used to create the roadmap, 4) characteristics of the roadmap document, 5) industry clockspeed (pace of change), and 6) organizational impacts from ITR development (e.g. technology planning, pace of innovation, collaborative activities and partnerships, implementation of new technologies, etc.). The model is evaluated using survey data obtained from organizational participants (N=128) in ITR development from six industries (concrete, electronics, forest products, magnesium, metal casting, and powder metallurgy). Findings suggest that motivation of an organization to participate in the roadmapping effort, organizational executive support for the effort, and the research and development (R&D) experiential level of an organizational representative in the ITR collective, impact the individual organization; while the aggregate motivation of participating organizations, aggregate R&D experience of the organizational participants, thoroughness and clarity of the roadmap document, and industry clockspeed, correlate with an increased impact on organizations as a collective.