This second book in the BEST (the Built Environment Series of Textbooks) series explores the fundamental generators and contextual issues - philosophical, physical and political - that influence built environments.

New technology development starts with the generation of an idea. It ends with that idea's commercial application: a new product or a new service. In Between is a complex sequence of stages demanding specialized management methods. With this in depth survey, R&D, marketing, and engineering managers can learn from the foremost experts about the most successful, proven practices and techniques-for managing all the stages of new technology development.

In this book, the story of how IKEA and its paper producers struggled to solve the problem of creating environmentally friendly paper constitutes the foundation of a discussion of technological development. Through a detailed analysis of the case-study, the authors demonstrate the necessity of including social, technological and economical factors when dealing with such issues. Focusing on the interactive aspects of commercial and technological development, they examine how new solutions are developed and shaped in relation to the different companies and organizations involved. They investigate resources in terms of how they are related and built into other resources through historical and contemporary interaction processes. Their overall emphasis is on dealing with the issue of how different, closely and distantly related companies and organizations are affected when resources are developed.

Science and Technology in Development Planning: Science, Technology and Global Problems covers the proceedings of the Symposium on Science and Technology Development Planning. The book presents several papers that tackle one of the agendas of the symposium, intended to convey to the reader the main lines of thought brought to the symposium and to illustrate various approaches. The 17 chapters of the text are organized into five parts, according to what agenda they cover. The first part tackles the interaction between science and technology and long-range development goals and strategies, while the second part deals with the science and technology in sectoral planning. Part III covers the incorporation of science and technology in the techniques of development planning; Part IV discusses the planning of science and technology in the development process. The last part talks about international cooperation. The book will be of great interest to readers cornered with the progress of science and how it will influence the world.

Technology development is hard for management to understand and hard for practitioners to explain, however it is an essential component of innovation. While there are standard and predictable processes for product development, many of these techniques don't apply well to technology development. Are there common processes for technology development that can make it predictable, or is it unpredictable like basic research and invention? In this thesis, after building a foundation by looking at product development processes, I survey some of the literature on technology development processes and compare them to a handful of case studies from a variety of industries. I then summarize the observations from the cases and build a generic model for technology development that can be used to provide insights into how to monitor and manage technology projects. One of the observations from the product development literature is that looping and iteration is problematic for establishing accurate schedules which becomes one of the fundamental disconnects between management and engineering. Technologists rely heavily on iteration as a tool for gaining knowledge and combined with other risks, technology development may appear "out of control". To mitigate these risks, technologists have developed a variety of approaches including: building a series of prototypes of increasing fidelity and using them as a form of communication, simultaneously developing multiple technologies as a hedge against failure or predicting and developing technologies they think will be needed outside of formal channels. Finally, I use my model to provide some insights as to how management can understand technology development projects. This gives technologists and non-technical managers a common ground for communication.