Strategic Management of Technology and Innovation / Edition 5

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The 5th Edition of Strategic Management of Technology and Innovation by Burgelman, Christensen, and Wheelwright continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on these critical business challenges. Strategic Management of Technology and Innovation takes the perspective of the general manager at the product line, business unit, and corporate levels. The book not only examines each of these levels in some detail, but also addresses the interaction between the different levels of general management - for example, the fit between product strategy and business unit strategy, and the link between business and corporate level technology strategy. Each part of the book starts with an introductory chapter laying out an overall framework and offering a brief discussion of key tools and findings from existing literature. The remainder of each part offers a selected handful of seminar readings and case studies. Almost all of the cases deal with recent events and situations, including several that are concerned with the impact of the Internet. A few "classics" have been retained, however, because they capture a timeless issue or problem in such a definitive way that the historical date of their writing is irrelevant.

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Editorial Reviews

Using a combination of text, readings, and cases, this book discusses how general managers can augment and develop a firm's capabilities for managing technological innovation. The third edition adds newer case studies such as Microsoft, Cisco Systems, and 3M. Annotation c. Book News, Inc., Portland, OR (
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Product Details

  • ISBN-13: 9780073381541
  • Publisher: McGraw-Hill Higher Education
  • Publication date: 7/7/2008
  • Edition description: New Edition
  • Edition number: 5
  • Pages: 1280
  • Sales rank: 843,727
  • Product dimensions: 8.20 (w) x 10.10 (h) x 1.70 (d)

Meet the Author

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide

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Table of Contents

Integrating Technology and Strategy: A General Management PerspectiveTechnological InnovationCASE I-1 Elio Engineering, Inc.Hari Sankara and Harald WinkmannREADING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public PolicyDavid J. TeeceCASE I-2 Advent CorporationR.S. RosenbloomREADING I-2 How to Put Technology into Corporate PlanningAlan R. FusfeldREADING I-3 The Core Competence of the CorporationC.K. Prahalad and Gary HamelTechnological Innovation and StrategyCASE I-3 Pixim (A)Cara McVie and Robert A. BurgelmanREADING I-4 Management Criteria for Effective InnovationCASE I-4 Matrix semiconductor (A)Lyn Denend and Robert A. BurgelmanCase I-5 StubHub (A)Adam Block and Robert A. BurgelmanREADING I-5 Defining the Minimum Winning Game in Hi-Tech VenturesRobert A. Burgelman and Robert E. SiegelREADING I-6 Assessing Your Organization’s Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. KaufmanCASE I-6 Electronic Arts in 1995C.C. OliverCASE I-7 Electronic Arts in 2002Frederic DescampsCASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. BurgelmanREADING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. HayesPart TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological EvolutionREADING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. UtterbackREADING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. ChristensenREADING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. ChristensenCASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. BurgelmanCASE II-2 MySQL Open Source Database in 2006Christof Wittig and Robert A. BurgelmanREADING II-4 How Can We Beat our Most Powerful Competitors? Clayton M. ChristensenREADING II-5 Customer Power, Strategic Investment, and the Failure of Leading FirmsClayton M. Christensen and Joseph L. BowerCASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. AnthonyREADING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George WestermanIndustry ContextCASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric MartiCASE II-5 Slouching Toward Broadband – Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. MezaCASE II-6 SAP AmericaArtemis MarchREADING II-7 Crossing the Chasm—and BeyondGeoffrey A. MooreREADING II-8 Competing Technologies: An OverviewW. Brian ArthurCASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. MezaREADING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. BurgelmanREADING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok NimgadeCASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul PospisilOrganizational ContextREADING II-11 Gunfire at Sea: A Case Study of InnovationElting E. MorisonREADING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. ClarkCASE II-9Hewlett-Packard: The Flight of the KittyhawkCASE II-10 Intel Corporation: The DRAM DecisionGeorge W. Cogan and Robert A. BurgelmanREADING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field ResearchREADING II-14 Strategic DissonanceRobert A. Burgelman and Andrew S. GroveStrategic ActionREADING II-15 Strategic IntentGary Hamel and C.K. PrahaladCASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology ConsultingAneesha Capur and Robert A. BurgelmanCASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse CoursePaul CarrollCASE II-13 Intel Corporation: Strategy for the 1990sGeorge W. Cogan and Robert A. BurgelmanCase 14 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse CourseREADING II-16 Let Chaos Reign, Then Rein in Chaos-RepeatedlyRobert A. Burgelman and Andrew S. GroveCASE II-15 Charles Schwab & Co., Inc., in 1999Margot Sutherland and Kelly DuBoisCASE II-16 Charles Schwab in 2007Robert A. Burgelman and Philip E. MezaCASE II-17 HP and Compaq Combined: In Search of Scale and ScopeRobert A. Burgelman and Philip E. MezaREADING II-17 Managing the Strategic Dynamics of Acquisition IntegrationRobert A. Burgelman and Webb McKinneyPart ThreeEnactment of Technology Strategy-Developing a Firm's Innovative CapabilitiesInternal and External Sources of TechnologyREADING III-1 Capturing the Returns From ResearchClayton M. Christensen, Christopher Musso, and Scott AnthonyREADING III-2 The Lab That Ran Away from XeroxBro UttalREADING III-3 Perfecting Cross-PollinationLee FlemingREADING III-3 Transforming Invention into Innovation: The Conceptualization StageRobert A. Burgelman and Leonard R. SaylesREADING III-4 The Transfer of Technology from Research to DevelopmentH. Cohen, S. Keller, and D. StreeterREADING III-5 Adsorptive Capacity: A New Perspective on Learning and InnovationWesley M. Cohen and Daniel A. LevinthalCASE III-1 NEC: A New R&D Site in PrincetonWalter Kuemmerle and Kiichiro KobayashiCASE III-2 Cisco Systems, Inc.: Acquisition Integration for ManufacturingNicole Tempest and Christian G. KasperREADING III-6 Making Sense of Corporate Venture CapitalHenry W. ChesbroughLinking New Technology and Novel Customer NeedsREADING III-7 Note on Lead User ResearchStefan Thomke and Ashok NimgadeCASE III-3 What’s the BIG Idea? Clayton M. Christensen and Scott D. AnthonyREADING III-8 Eager Sellers and Stony BuyersJohn T. GourvilleCASE III-4 GolfLogix: Measuring the Game of GolfJohn T. Gourville and Jerry N. ConoverREADING III-9 Misleading Methods of Financial AnalysisClayton M. Christensen, Stephen P. Kaufman, & Willy ShihREADING III-10 Living on the Fault LineGeoffery MooreInternal Corporate VenturingCASE III-5 Pitney Bowes Inc.Clayton M. Christensen and Howard YuCASE III-6 Cisco Systems, Inc.: Implementing ERPMark CotteleerCASE III-7 R.R. Donnelley & Sons: The Digital DivisionArtemis MarchCASE III-8 Intel Corporation: The Hood River ProjectRaymond S. BamfordCASE III-9 3M Optical Systems: Managing Corporate EntrepreneurshipChristopher A. Bartlett and Afroze MohammedREADING III-10 At 3am, A Struggle Between Efficiency and CreativityBrian HindoREADING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for PracticeRobert A. BurgelmanREADING III-12 Managing Internal Corporate Venturing CyclesRobert A. Burgelman and Liisa VälikangasREADING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary ChangeMichael L. Tushman and Charles A. O’Reilly III Enactment of Technology Strategy-Creating and implementing a Development Strategy New Product DevelopmentREADING IV-1 Communication Between Engineering and Production: A Critical FactorH.E. RiggsCASE IV-1 Vitreon Corporation: The Hyalite ProjectWho wrote this? READING IV-2 The New Product Learning CycleM.A. Maidique and B.J. ZirgerCASE IV-2 Eli Lilly: The Evista ProjectMatthew C. VerlindenREADING IV-3 Organizing and Leading “Heavyweight” Development TeamsKim B. Clark and Steven C. WheelwrightREADING IV-4 Finding the Right Job for Your ProductClayton M. Christensen and Scott AnthonyBuilding Competence/ Capabilities Through New Product DevelopmentCASE IV-3 The ITC eChoupal InitiativeDavid M. Upton and Virginia A. FullerREADING IV-5 Creating Project Plans to Focus Product DevelopmentSteven C. Wheelwright and Kim B. ClarkCASE IV-4 Genentech—Capacity PlanningDaniel C. Snow, Steven C. Wheelwright, and Alison Berkley WagonfeldREADING IV-6 The New Product Development MapSteven C. Wheelwright and W. Earl Sasser, Jr.READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product DevelopmentSteven C. Wheelwright and Kim B. ClarkConclusion: Innovation Challenges in Established FirmsCASE V-1 Intel Centrino in 2007: A New “Platform” Strategy for GrowthRobert A. Burgelman and Philip E. MezaCASE V-2 SAP AG in 2006: Driving Corporate TransformationThomas R. Federico and Robert A. BurgelmanREADING V-1 Building a Learning OrganizationDavid A. GarvinREADING V-2 The Power of Strategic IntegrationRobert A. Burgelman and Yves L. DozCASE V-3 Nike’s Global Women’s Fitness Business: Driving Strategic IntegrationLyn Denend and Robert A. Burgelman

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