Management principles for evaluating and introducing disruptive technologies: the case of nanotechnology in Switzerland

In this paper we address the issue of evaluating and introducing disruptive technologies. The empirical data was compiled in an interview–based survey of 20 Swiss organizations of different sizes and from different industries. All of them have been facing the issue of evaluating nanotechnology, and most of them are currently dealing with the introduction of nanotechnology in their products and processes. The underlying framework was elaborated using approaches mainly found in the following streams of technology management literature: technology intelligence, technological decision–making, and technological capability building. The aim of our project was not to advance new management concepts, but to elaborate management principles allowing the organizations to master the challenges during evaluation and introduction of disruptive technologies. We defined these principles through identifying success factors as well as possible pitfalls, and by distilling best management practices in evaluating and introducing nanotechnology.