Management of Technology in Digital Manufacturing Science

  • Zude Zhou
  • Shane (Shengquan) Xie
  • Dejun Chen
Part of the Springer Series in Advanced Manufacturing book series (SSAM)


The basic process of digital manufacturing is the design, simulation and manufacture of product in digital environment. That is, when receiving an order, firstly complete the conceptual design and overall design. Then finish the computer simulation or rapid prototyping process. Until the technics planning engineering, CAM and CAQ process are completed, and the product eventually comes into being. The process above is not just a simple manufacturing process, but a complex system which relates to numerous links. So, traditional manufacturing enterprises must establish a new organization and management model to adapt to the digital manufacturing process. In a digital enterprise, a perfect competitive system of markets should be established to enhance the enterprise’s competitive power. Under this competitive system, according to the continuously changing market information and customers’ order and going from the overall-situation and long-term benefits, the enterprise can evaluate its production and management state, forecast its future operation status, decide the research and development strategy and production plan by the decision model. To achieve these functions, management of technology becomes one of the basic theories of digital manufacturing science.


Competitive Advantage Technological Innovation Network Member Task Conflict Digital Manufacturing 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


  1. 1.
    Buskin MJ, Lau LJ (1996) Contribution of R&D to economic growth. In: Technology, R&D, and the economy, vol 67. The Brookings Institution and American Enterprise Institution for Public Politic ResearchGoogle Scholar
  2. 2.
    Liu H (2004) Technology business: a new model of innovation. Finance Trade Economy  6:38–41Google Scholar
  3. 3.
    Wu G, Xie W (1999) Review of technology management between China and foreign. Manag Sci Res  3:8–13Google Scholar
  4. 4.
    Georges H, et al (2003) Management of technology. Pergamon Press,  OxfordGoogle Scholar
  5. 5.
    Juan A, Gustavo T, Miguel O, Grupo V, Ruben G (2000) A model for management of technology. Engineering Management Society, pp 63–68Google Scholar
  6. 6.
    Badawy MK, et al   (1993) Direction for scholarly research in management of technology. JETM 10:1–5Google Scholar
  7. 7.
    Wang N (2006) Technology business—boosters of enterprises for independent innovation. Sci Ind China Univ  8:34–35Google Scholar
  8. 8.
    Schneider M (1996) Intellectual capital: the last sustainable competitive advantage, vol 89. SRJ International, Menlo ParkGoogle Scholar
  9. 9.
    Brown MG, Sevenson RA (1998) Measuring R&D productivity. Res Technol Manag 41(6):30–35Google Scholar
  10. 10.
    Zeng D, Qin J, Zhou Q, Chen L (2006) R&D management of high-tech enterprises. Press of Tsinghua University,  BeijingGoogle Scholar
  11. 11.
    Organization for Economic Cooperation and Trade (2003) OECD science technology and industry survey. Publishing House of Science and Technology Literature, BeijingGoogle Scholar
  12. 12.
    Zhou Q (2005) Collaborative network of high-tech enterprises and research of coordination and management. Doctoral thesis of Hunan UniversityGoogle Scholar
  13. 13.
    Jehn KA, Mannix EA (2001) The dynamic nature of conflict: a longitudinal study of intragroup conflict and group performance. Acad Manag J  44(2):238–251Google Scholar
  14. 14.
    Darling JR, Walker WE (2001) Effective conflict management: use of the behavioral style model. Leadership Organization Dev J 22(5):230–242CrossRefGoogle Scholar
  15. 15.
    Amason AC, Sapienza HJ (1997) The effects of top management team size and interaction norms on cognitive and effective conflict. J Manag 23(4):495–516Google Scholar
  16. 16.
    Jehn KA (1995) Managing conflict in a diverse workplace. Managerial excellence through diversity  (5), pp 166–184Google Scholar
  17. 17.
    Brown LD, Covey JG (1987) Development organization and organization development: implication for a new paradigm. In: Pasmore W, Woodman R (eds) Research in organization change and development. JAI Press, GreenwichGoogle Scholar
  18. 18.
    Vincente KJ, Rnsumussen J (1992) Ecological interface design: theoretical foundations. IEEE Trans Syst Man Cybern 22(4):589–605CrossRefGoogle Scholar
  19. 19.
    National Natural Science Fund Committee (1998) The bases of advanced manufacturing technology. Press of Higher Education, BeijingGoogle Scholar
  20. 20.
    Ji H, Fang Y, Fang H (2001) Integration system of human and human–machine. Mech Eng  (12):1–3Google Scholar
  21. 21.
    Sanderson PM (1989) The human planning and scheduling role in advanced manufacturing system: an emerging human factors domain. Hum Factors  31:635–666Google Scholar
  22. 22.
    Chen G (1996) The key of research development and application of advanced manufacturing technology systems—human factors. China Mech Eng 7(1):12–14Google Scholar
  23. 23.
    Salvendy G (1997) Hand book of human factors and ergonomics. Wiley,  New York, pp 1865–1925Google Scholar
  24. 24.
    Zhou Z (2004) Digital manufacturing. Press of Science, BeijingGoogle Scholar

Copyright information

© Springer-Verlag London Limited 2011

Authors and Affiliations

  1. 1.Hubei Digital Manufacturing Key LabWuhan University of TechnologyWuhan HubeiPeople’s Republic of China
  2. 2.Department of Mechanical EngineeringUniversity of AucklandAucklandNew Zealand
  3. 3.School of Information EngineeringWuhan University of TechnologyWuhan HubeiPeople’s Republic of China

Personalised recommendations