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Strategic Management of Technology and Innovation / Edition 4

Strategic Management of Technology and Innovation / Edition 4

by Robert Burgelman, Clayton Christensen, Steven Wheelwright, Steven C. Wheelwright, Clayton M. Christensen

ISBN-10: 0072536950

ISBN-13: 9780072536959

Pub. Date: 10/24/2003

Publisher: McGraw-Hill Higher Education

The 4th 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. New co-author Clay Christensen provides his insights on


The 4th 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. New co-author Clay Christensen provides his insights on innovation management and new market entries through several new cases. Approximately 40% of the cases are entirely new to this edition.

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.

Product Details

McGraw-Hill Higher Education
Publication date:
Edition description:
Older Edition
Product dimensions:
7.40(w) x 11.50(h) x 1.50(d)

Table of Contents

Part IIntroduction: Integrating Technology and Strategy
Technology and Strategy: A General Management Perspective3
A.Technology and the General Manager15
Case I-1Claire McCloud15
Reading I-1The Art of High-Technology Management22
Part IIDesign and Evolution of Technology Strategy
Design and Implementation of Technology Strategy: An Evolutionary Perspective35
A.Distinctive Technological Competencies and Capabilities49
Case II-1Advent Corporation (C)49
Reading II-1How to Put Technology into Corporate Planning62
Case II-2Electronic Arts in 1995 (A)67
Case II-3Electronic Arts in 199983
Reading II-2The Core Competence of the Corporation90
B.Technological Evolution101
Case II-4Asymmetric Digital Subscriber Line: Prospects in 1997101
Reading II-3Management Criteria for Effective Innovation116
Reading II-4AExploring the Limits of the Technology S-Curve. Part I: Component Technologies124
Reading II-4BExploring the Limits of the Technology S-Curve. Part II: Architectural Technologies142
Reading II-5Patterns of Industrial Innovation149
Case II-5Charles Schwab & Co, Inc., in 1999155
Case II-6Display Technologies, Inc. (Abridged)172
Reading II-6Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy186
C.Industry Context204
Case II-7The U.S. Telecommunications Industry (A): 1984-1996204
Case II-8The U.S. Telecommunications Industry (B): 1996-1999219
Case II-9The PC-Based Desktop Videoconferencing Systems Industry in 1998234
Case II-10SAP America252
Reading II-7Crossing the Chasm--and Beyond265
Reading II-8Predators and Prey: A New Ecology of Competition272
Case II-11Evolve Software, Inc282
Reading II-9Competing Technologies: An Overview298
Reading II-10Note on New Drug Development in the United States308
Case II-12Eli Lilly and Company: Drug Development Strategy (A)313
D.Organizational Context329
Reading II-11Gunfire at Sea: A Case Study of Innovation329
Case II-13Intel Corporation (A): The DRAM Decision339
Reading II-12Strategic Dissonance362
Case II-14Intel Corporation (C): Strategy for the 1990s375
Reading II-13Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research386
Case II-15Hewlett-Packard: The Flight of the Kittyhawk405
Case II-16Hewlett Packard's Merced Division416
Reading II-14Customer Power, Strategic Investment, and the Failure of Leading Firms428
Reading II-15Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms448
E.Strategic Action461
Case II-17USA Networks461
Case II-18BMW AG: The Digital Auto Project (A)479
Case II-19Innovation at 3M Corporation (A)496
Reading II-16Note on Lead User Research509
Case II-20Cisco Systems, Inc.: Implementing ERP516
Case II-21Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course528
Reading II-17Strategic Intent533
Part IIIEnactment of Technology Strategy: Developing the Firm's Innovative Capabilities
Designing and Managing Systems for Corporate Innovation549
A.Technology Sourcing563
Case III-1PlaceWare: Issues in Structuring a Xerox Technology Spinout563
Reading III-1The Lab that Ran Away from Xerox574
Case III-2Vermeer Technologies (C): Negotiating the Future578
Case III-3Vermeer Technologies (D): Making Transitions581
Case III-4Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A)587
Reading III-2The Transfer of Technology from Research to Development605
Reading III-3Absorptive Capacity: A New Perspective on Learning and Innovation613
Case III-5NEC: A New R&D Site in Princeton629
Reading III-4Building Effective R&D Capabilities Abroad642
Reading III-5Collaborate with Your Competitors--and Win650
B.Corporate Innovation657
Case III-63M Optical Systems: Managing Corporate Entrepreneurship657
Case III-7Intel Corporation: The Hood River Project (A)670
Reading III-6Managing the Internal Corporate Venturing Process692
Case III-8R. R. Donnelley & Sons: The Digital Division703
Case III-9Cultivating Capabilities to Innovate: Booz Allen & Hamilton716
Reading III-7Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change724
Part IVEnactment of Technology Strategy: Creating and Implementing A Development Strategy
Creating and Implementing a Development Strategy741
A.New Product Development756
Case IV-1Product Development at Dell Computer Corporation756
Reading IV-1Communication between Engineering and Production: A Critical Factor769
Reading IV-2The New Product Development Learning Cycle776
Case IV-2Eli Lilly: The Evista Project789
Case IV-3Team New Zealand (A)804
Reading IV-3Organizing and Leading "Heavyweight" Development Teams810
Reading IV-4The Power of Product Integrity822
B.Building Competencies/Capabilities through New Product Development833
Case IV-4Braun AG: The KF 40 Coffee Machine (Abridged)833
Case IV-5Becton Dickinson: Worldwide Blood Collection Team (Abridged)849
Case IV-6Guidant: Cardiac Rhythm Management Business (A)860
Case IV-7Guidant: Cardiac Rhythm Management Business (B)878
Reading IV-5Creating Project Plans to Focus Product Development881
Reading IV-6The New Product Development Map891
Reading IV-7Accelerating the Design-Build-Test Cycle for Effective New Product Development900
Part VConclusion: Innovation Challenges in Established Firms
Conclusion: Innovation Challenges in Established Firms913
Case V-1Apple Computer, 1999913
Case V-2Intel Corporation in 1999931
Reading V-1Building a Learning Organization954

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