Managing Strategic Innovation and Change: A Collection of Readings / Edition 2

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Overview


The second edition of this successful book addresses how technologies evolve and how they drive the need for organizational change and adaptation. Focusing on the general-management challenges that innovative firms face, the editors draw from a variety of disciplines and demonstrate the links between innovation, organizational competencies, organizational architectures, executive teams, and managing change.
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Product Details

  • ISBN-13: 9780195135787
  • Publisher: Oxford University Press
  • Publication date: 3/11/2004
  • Edition description: REV
  • Edition number: 2
  • Pages: 656
  • Product dimensions: 9.10 (w) x 7.30 (h) x 1.00 (d)

Meet the Author

Michael L. Tushman is the Paul R. Lawrence MBA Class of 1942 Professor of Business Administration at the Harvard Business School.
Philip Anderson is the INSEAD Alumni Fund Chaired Professor of Entrepreneurship at INSEAD. He is also the director of 3i Venturelab.

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Table of Contents

Preface
Contributors
1 Innovation Streams, Organization Designs, and Organizational Evolution 2
2 Capabilities, Cognition, and Inertia: Evidence from Digital Imaging 18
3 Managing Through Cycles of Technological Change 35
4 Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry 42
5 Gunfire at Sea: A Case Study of Innovation 59
6 Customer Power, Strategic Investment, and the Failure of Leading Firms 70
7 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms 92
8 The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution 108
9 The Panda's Thumb of Technology 129
10 The Art of Standards Wars 135
11 Managing in an Age of Modularity 151
12 Nobody Ever Gets Credit for Fixing Problems That Never Happened: Creating and Sustaining Process Improvement 161
13 Tailoring Process Management to Situational Requirements: Beyond the Control and Exploration Dichotomy 178
14 Managerial Problem Solving: A Congruence Approach 194
15 Building Your Company's Vision 206
16 Managing Professional Careers: The Influence of Job Longevity and Group Age 219
17 Strong Cultures and Innovation: Oxymoron or Opportunity? 234
18 Understanding Power in Organizations 252
19 The Weird Rules of Creativity 267
20 The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change 276
21 Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development 292
22 Dynamic Capabilities and Strategic Management 308
23 Strategy, Value Innovation, and the Knowledge Economy 333
24 Crafting R&D Project Portfolios 347
25 Making the Most of Your Company's Knowledge: A Strategic Framework 363
26 Crisis Construction and Organizational Learning: Capability Building in Catching-Up at Hyundai Motor 375
27 Learning from Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries 393
28 Organizing Knowledge 402
29 Organizing and Leading "Heavyweight" Development Teams 419
30 Making Teamwork Work: Boundary Management in Product Development Teams 432
31 Strategic Linking 441
32 Coevolving: At Last, a Way to Make Synergies Work 457
33 Strategies for Managing Internal Competition 468
34 Technology Brokering and Innovation in a Product Development Firm 480
35 Involving Suppliers in New Product Development 506
36 Creating New Ventures from Bell Labs Technologies 523
37 Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution 530
38 Time Pacing: Competing in Markets That Won't Stand Still 541
39 Implementing New Designs: Managing Organizational Change 552
40 Beyond the Charismatic Leader: Leadership and Organizational Change 563
41 Strategy as Vector and the Inertia of Coevolutionary Lock-In 577
42 Change in the Presence of Fit: The Rise, the Fall, and the Renaissance of Liz Claiborne 605
Index 627
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