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: 879,445
  • 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 Perspective

Technological Innovation

CASE I-1 Elio Engineering, Inc.Hari Sankara and Harald Winkmann

READING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public PolicyDavid J. Teece

CASE I-2 Advent CorporationR.S. Rosenbloom

READING I-2 How to Put Technology into Corporate PlanningAlan R. Fusfeld

READING I-3 The Core Competence of the CorporationC.K. Prahalad and Gary Hamel

Technological Innovation and Strategy

CASE I-3 Pixim (A)Cara McVie and Robert A. Burgelman

READING I-4 Management Criteria for Effective Innovation

CASE I-4 Matrix semiconductor (A)Lyn Denend and Robert A. Burgelman

Case I-5 StubHub (A)Adam Block and Robert A. Burgelman

READING I-5 Defining the Minimum Winning Game in Hi-Tech VenturesRobert A. Burgelman and Robert E. Siegel

READING I-6 Assessing Your Organization’s Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. Kaufman

CASE I-6 Electronic Arts in 1995C.C. Oliver

CASE I-7 Electronic Arts in 2002Frederic Descamps

CASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. Burgelman

READING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. Hayes

Part TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological Evolution

READING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. Utterback

READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. Christensen

READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. Christensen

CASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. Burgelman

CASE II-2 MySQL Open Source Database in 2006Christof Wittig and Robert A. Burgelman

READING II-4 How Can We Beat our Most Powerful Competitors?Clayton M. Christensen

READING II-5 Customer Power, Strategic Investment, and the Failure of Leading FirmsClayton M. Christensen and Joseph L. Bower

CASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. Anthony

READING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George Westerman

Industry Context

CASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric Marti

CASE II-5 Slouching Toward Broadband – Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza

CASE II-6 SAP AmericaArtemis March

READING II-7 Crossing the Chasm—and BeyondGeoffrey A. Moore

READING II-8 Competing Technologies: An OverviewW. Brian Arthur

CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza

READING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. Burgelman

READING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok Nimgade

CASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul Pospisil

Organizational Context

READING II-11 Gunfire at Sea: A Case Study of InnovationElting E. Morison

READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. Clark

CASE II-9Hewlett-Packard: The Flight of the Kittyhawk

CASE II-10 Intel Corporation: The DRAM DecisionGeorge W. Cogan and Robert A. Burgelman

READING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research

READING II-14 Strategic DissonanceRobert A. Burgelman and Andrew S. Grove

Strategic Action

READING II-15 Strategic IntentGary Hamel and C.K. Prahalad

CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology ConsultingAneesha Capur and Robert A. Burgelman

CASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse CoursePaul Carroll

CASE II-13 Intel Corporation: Strategy for the 1990sGeorge W. Cogan and Robert A. Burgelman

Case 14 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course

READING II-16 Let Chaos Reign, Then Rein in Chaos-RepeatedlyRobert A. Burgelman and Andrew S. Grove

CASE II-15 Charles Schwab & Co., Inc., in 1999Margot Sutherland and Kelly DuBois

CASE II-16 Charles Schwab in 2007Robert A. Burgelman and Philip E. Meza

CASE II-17 HP and Compaq Combined: In Search of Scale and ScopeRobert A. Burgelman and Philip E. Meza

READING II-17 Managing the Strategic Dynamics of Acquisition IntegrationRobert A. Burgelman and Webb McKinney

Part ThreeEnactment of Technology Strategy-Developing a Firm's Innovative CapabilitiesInternal and External Sources of Technology

READING III-1 Capturing the Returns From ResearchClayton M. Christensen, Christopher Musso, and Scott Anthony

READING III-2 The Lab That Ran Away from XeroxBro Uttal

READING III-3 Perfecting Cross-PollinationLee Fleming

READING III-3 Transforming Invention into Innovation: The Conceptualization StageRobert A. Burgelman and Leonard R. Sayles

READING III-4 The Transfer of Technology from Research to DevelopmentH. Cohen, S. Keller, and D. Streeter

READING III-5 Adsorptive Capacity: A New Perspective on Learning and InnovationWesley M. Cohen and Daniel A. Levinthal

CASE III-1 NEC: A New R&D Site in PrincetonWalter Kuemmerle and Kiichiro Kobayashi

CASE III-2 Cisco Systems, Inc.: Acquisition Integration for ManufacturingNicole Tempest and Christian G. Kasper

READING III-6 Making Sense of Corporate Venture CapitalHenry W. Chesbrough

Linking New Technology and Novel Customer Needs

READING III-7 Note on Lead User ResearchStefan Thomke and Ashok Nimgade

CASE III-3 What’s the BIG Idea?Clayton M. Christensen and Scott D. Anthony

READING III-8 Eager Sellers and Stony BuyersJohn T. Gourville

CASE III-4 GolfLogix: Measuring the Game of GolfJohn T. Gourville and Jerry N. Conover

READING III-9 Misleading Methods of Financial AnalysisClayton M. Christensen, Stephen P. Kaufman, & Willy Shih

READING III-10 Living on the Fault LineGeoffery Moore

Internal Corporate Venturing

CASE III-5 Pitney Bowes Inc.Clayton M. Christensen and Howard Yu

CASE III-6 Cisco Systems, Inc.: Implementing ERPMark Cotteleer

CASE III-7 R.R. Donnelley & Sons: The Digital DivisionArtemis March

CASE III-8 Intel Corporation: The Hood River ProjectRaymond S. Bamford

CASE III-9 3M Optical Systems: Managing Corporate EntrepreneurshipChristopher A. Bartlett and Afroze Mohammed

READING III-10 At 3am, A Struggle Between Efficiency and CreativityBrian Hindo

READING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for PracticeRobert A. Burgelman

READING III-12 Managing Internal Corporate Venturing CyclesRobert A. Burgelman and Liisa Välikangas

READING 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 Development

READING IV-1 Communication Between Engineering and Production: A Critical FactorH.E. Riggs

CASE IV-1 Vitreon Corporation: The Hyalite ProjectWho wrote this?

READING IV-2 The New Product Learning CycleM.A. Maidique and B.J. Zirger

CASE IV-2 Eli Lilly: The Evista ProjectMatthew C. Verlinden

READING IV-3 Organizing and Leading “Heavyweight” Development TeamsKim B. Clark and Steven C. Wheelwright

READING IV-4 Finding the Right Job for Your ProductClayton M. Christensen and Scott Anthony

Building Competence/ Capabilities Through New Product Development

CASE IV-3 The ITC eChoupal InitiativeDavid M. Upton and Virginia A. Fuller

READING IV-5 Creating Project Plans to Focus Product DevelopmentSteven C. Wheelwright and Kim B. Clark

CASE IV-4 Genentech—Capacity PlanningDaniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld

READING 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. Clark

Conclusion: Innovation Challenges in Established Firms

CASE V-1 Intel Centrino in 2007: A New “Platform” Strategy for GrowthRobert A. Burgelman and Philip E. Meza

CASE V-2 SAP AG in 2006: Driving Corporate TransformationThomas R. Federico and Robert A. Burgelman

READING V-1 Building a Learning OrganizationDavid A. Garvin

READING V-2 The Power of Strategic IntegrationRobert A. Burgelman and Yves L. Doz

CASE V-3 Nike’s Global Women’s Fitness Business: Driving Strategic IntegrationLyn Denend and Robert A. Burgelman

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