Technology consists of a diversity of manifestations, applications and disciplines, and now needs a unified
theoretical structure and body of knowledge, so that students and practitioners of Management of
Technology [from here onwards described by its acronym of MOT] may benefit by creation of these
paradigmatic foundations in their task of strategic technology analysis and management. Given the
omnipresence of technology, described by Van Wyk (2000:204) as ―technification‖, the necessity to promote
technology literacy among students and practitioners of technology becomes self-evident. Drejer
(2002:363) states unequivocally that MOT should be a significant part of organisational management. The
management imperatives to understand technological progress and its multiple outcomes are also implied
by Gottfredson, Schaubert, and Saenz (2008:68), when they state that market leaders typically outperform
market followers on return on assets (ROA), compared in terms of their relative market shares. It is in
agreement with the argument that corporate technologies are assets on the balance sheet and include
manufacturing tools and processes, products and services, associated intellectual property and subsequent
patents, as well as innovations in products and services. This is so, even if General Accepted Accounting
Practice (GAAP) still treats research and development (R&D) as an expense on the income statement rather
than as an asset on the balance sheet (Ehrbar, 2000:55). To the decision-makers, and technology
practitioners, of these corporations, the task and indeed challenge is to pursue a comprehensive
understanding of management of technology, which would typically encompass understanding of technology
progress and supporting technology intelligence processes, to all aspects involving product and service
lifecycles and all processes in the relevant value chains