This paper focuses on the implications of digital technologies (DTs) for the technology management (TM) discipline. The study explores DT-induced changes through the lens of the widely used TM framework, where TM is a dynamic capability consisting of activities developing and implementing technologies as a source for competition. The findings help to offer an expansion of the TM framework in three major ways: (1) inclusion of orchestration as a new TM capability/activity, (2) integration of TM

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... ctivities across multi-modal stakeholder interactions, and (3) emphasis on the critical role of TM professionals in carrying out TM activities. The proposed expanded version of the TM framework aims to provide a basis for future theoretical and applied research to advance understanding of the TM discipline. Recent studies have already started to explore the radical impact of DTs in a few academic fields, highlighting the need to develop new theories in the digital age [9, 10, 11] . For example, a management study [8] considers the changes regarding the nature and purpose of dynamic capabilities due to the ubiquity of new DTs and proposes a "Digital Dynamic Capabilities theory." Another study [12] indicates how DTs radically change innovation management, pointing to the rise of "Digital Innovation Management." A study by Verganti et al. [13] explores AI's influence on the design management discipline in a similar vein. Inspired by these studies on the impact of DTs on specific academic fields, this paper explores the implications of DTs for the technology management (TM) discipline. Drawing on the dynamic capabilities definition used by Helfat et al. [6], TM in this paper is defined as an organizational capacity to purposefully create, extend, or modify its technology base [14, 15] .