Strategic Management of Technology and Innovation / Edition 5

Strategic Management of Technology and Innovation / Edition 5

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by Robert Burgelman, Clayton Christensen, Steven Wheelwright
     
 

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… See more details below

Overview

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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Product Details

ISBN-13:
9780073381541
Publisher:
McGraw-Hill Professional Publishing
Publication date:
07/07/2008
Edition description:
New Edition
Pages:
1280
Sales rank:
1,171,635
Product dimensions:
8.20(w) x 10.10(h) x 1.70(d)

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 Policy
David J. Teece

CASE I-2 Advent Corporation
R.S. Rosenbloom

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

READING I-3 The Core Competence of the Corporation
C.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 Ventures
Robert A. Burgelman and Robert E. Siegel

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

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

CASE I-7 Electronic Arts in 2002
Frederic Descamps

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

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

Part Two

Design and Implementation of Technology Strategy: an Evolutionary Perspective

Technological Evolution

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

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

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

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

CASE II-2 MySQL Open Source Database in 2006
Christof 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 Firms
Clayton M. Christensen and Joseph L. Bower

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

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

Industry Context

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

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

CASE II-6 SAP America
Artemis March

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

READING II-8 Competing Technologies: An Overview
W. Brian Arthur

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

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

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

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

Organizational Context

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

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

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

CASE II-10 Intel Corporation: The DRAM Decision
George 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 Dissonance
Robert A. Burgelman and Andrew S. Grove

Strategic Action

READING II-15 Strategic Intent
Gary Hamel and C.K. Prahalad

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

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

CASE II-13 Intel Corporation: Strategy for the 1990s
George 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-Repeatedly
Robert A. Burgelman and Andrew S. Grove

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

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

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

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

Part Three

Enactment of Technology Strategy-Developing a Firm's Innovative Capabilities

Internal and External Sources of Technology

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

READING III-2 The Lab That Ran Away from Xerox
Bro Uttal

READING III-3 Perfecting Cross-Pollination
Lee Fleming

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

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

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

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

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

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

Linking New Technology and Novel Customer Needs

READING III-7 Note on Lead User Research
Stefan 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 Buyers
John T. Gourville

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

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

READING III-10 Living on the Fault Line
Geoffery Moore

Internal Corporate Venturing

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

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

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

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

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

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

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

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

READING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
Michael 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 Factor
H.E. Riggs

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

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

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

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

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

Building Competence/ Capabilities Through New Product Development

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

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

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

READING IV-6 The New Product Development Map
Steven C. Wheelwright and W. Earl Sasser, Jr.

READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product Development
Steven C. Wheelwright and Kim B. Clark

Conclusion: Innovation Challenges in Established Firms

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

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

READING V-1 Building a Learning Organization
David A. Garvin

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

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

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