Paper Title
Does Planning Help In Technology Management?

Abstract
Both academicians and practitioners have long recognized the pivotal role of technology management and innovation in spurring economic development and growth (Brown & Eisenhardt, 1995; Christensen & Raynor, 2003; Dougherty, 1992; Henderson & Clark, 1990; Ozer, 1999). However, a substantial amount of detailed work with regard to technological innovation still needs to be done to better understand how to optimize the efforts in technological innovation (Brown & Eisenhardt, 1995; Christensen & Raynor, 2003; Dougherty, 1992; Henderson & Clark, 1990; Ozer, 1999). Strategic management has advocated the use of a detailed plan to overcome some of the challenges associated with long term business initiatives such as technological innovation. A detailed strategic plan is a formal blueprint for driving a technological innovation from the idea to market launch (Brown & Eisenhardt, 1995; Christensen & Raynor, 2003; Dougherty, 1992; Henderson & Clark, 1990; Ozer, 1999). Research has long shown that the use of a detailed strategic plan is positively related to (1) role clarity in the technological innovation process, (2) consistency between role expectations and people's perceptions, and (3) speed and productivity in the technological innovation process (Brown & Eisenhardt, 1995; Christensen & Raynor, 2003; Dougherty, 1992; Henderson & Clark, 1990; Ozer, 1999). In fact, studies show that a high quality new product development process is one of the most critical success factors in innovation management (Brown & Eisenhardt, 1995; Christensen & Raynor, 2003; Dougherty, 1992; Henderson & Clark, 1990; Ozer, 1999). This paper presents the findings of an empirical study highlighting the crucial role of planning in technology management and innovation. Brown, S. L, & Eisenhardt, K. M. 1995. Product development: Past research, present findings, and future directions. Academy of Management Review, 20(2): 343�378. Christensen, C. M., & Raynor, M. E. 2003. The Innovator's Solution: Creating and Sustaining Successful Growth. Harvard Business School Press: Boston, MA. Dougherty, D. 1992. A practice-centered model of organizational renewal through product innovation. Strategic Management Journal, 13(S1): 77�92. Henderson, R. M., & Clark, K. B. 1990. Architectural innovation: the reconfiguration of existing product technologies and the failure of established firms. Administrative Science Quarterly, 35(1): 9�30. Ozer, M. 1999. A Survey of New Product Evaluation Models. Journal of Product Innovation Management, 16 (1), January, 77-94. Keywords: Technology Management, Technological Innovation, Strategic Planning, Performance