Wharton on Managing Emerging Technologies / Edition 1

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Expert guidance for managers on succeeding at the "new game" of emerging technologiesEmerging technologies are the future of some industries and will shape the future of many others. But they also represent a "new game" that operates by rules that do not fit the culture and business approaches of most established firms. This is the first book on emerging technologies. An interdisciplinary team of leading Wharton researchers provides guidance on how managers need to change their business practices to address innovations such as biotechnology, information technology, the Internet, and advanced materials. Among the questions the book addresses: How do managers need to change their approaches to financial analysis, market assessment, and competitive strategy to cope with uncertainty? How do established firms avoid the persistent traps that put them at a disadvantage with emerging technologies?George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor of Marketing, and Director of the Huntsman Center for Global Competitions and Innovation at the Wharton School of the University of Pennsylvania. He was one of the founders of the Emerging Technologies Management Program at the Huntsman Center and has consulted for numerous technology companies.|
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Product Details

  • ISBN-13: 9780471689393
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 8/20/2004
  • Edition number: 1
  • Pages: 480
  • Sales rank: 922,720
  • Product dimensions: 9.21 (w) x 6.14 (h) x 0.97 (d)

Meet the Author

George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor of Marketing, and Director of the Huntsman Center for Global Competitions and Innovation at the Wharton School of the University of Pennsylvania. He was one of the founders of the Emerging Technologies Management Program at the Huntsman Center and has consulted for numerous technology companies. Paul J. H. Shoemaker (Philadelphia, PA) is Research Director of the Emerging Technologies Management Research Program and Chairman of Decision Strategies International. Robert E. Gunther (Kimberton, PA), a professional business writer and author, was coordinating writer for Wharton on Dynamic Competitive Strategy (Wiley).

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Table of Contents

Chapter 1 A Different Game 1
Chapter 2 Avoiding the Pitfalls of Emerging Technologies 24
Part I Assessing Technologies 53
Chapter 3 Technology Speciation and the Path of Emerging Technologies 57
Chapter 4 Identification and Assessment of Emerging Technologies 75
Chapter 5 Emerging Technologies and Public Policy: Lessons from the Internet 99
Part II Managing Markets 125
Chapter 6 Assessing Future Markets for New Technologies 127
Chapter 7 Technology Strategy in Lumpy Market Landscapes 150
Chapter 8 Commercializing Emerging Technology through Complementary Assets 172
Part III Making Strategy 187
Chapter 9 Disciplined Imagination: Strategy Making in Uncertain Environments 189
Chapter 10 Scenario Planning for Disruptive Technologies 206
Chapter 11 Appropriating the Gains from Innovation 242
Part IV Investing for the Future 267
Chapter 12 Managing Real Options 271
Chapter 13 Financing Strategies and Venture Capital 289
Chapter 14 Innovative Financial Strategies for Biotechnology Ventures 307
Part V Rethinking the Organization 333
Chapter 15 Managing Dynamic Knowledge Networks 337
Chapter 16 Using Alliances to Build Competitive Advantage in Emerging Technologies 358
Chapter 17 The Design of New Organizational Forms 376
Chapter 18 Designing the Customized Workplace 393
Notes 413
Index 447
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  • Anonymous

    Posted December 12, 2000


    The editors, Day, Gunther, and Schoemaker, issue words of wisdom and warning on how business can thrive with the 'emerging technologies.' Whether they like it or not, many managers with the help of their CIO's are going to help lead their businesses through the purple haze of the new economy. God only knows that there are many so-called 'masters of the new economy' for hire with opinions on e-business innovations, marketing, business model disruption and more. Wharton on Emerging Technologies appears to be the first of its kind to propose 'expert guidance for managers on succeeding at the new game of these technologies.' The editors point out that 'these technologies such as the Internet and biotechnology have the potential to make new industries and transform new ones.' The biggest change the Internet has brought to business is that the balance of power has shifted to consumers. But individuals are producers as well. Day, Gunter and Schoemaker point out that it used to be that in order to be an efficient producer you had to be part of a big institution. Now, anyone with a PC can be very productive. This does not mean that they will become a Rupert Murdoch but it does mean that that it¿s a flatter marketplace, so you can find your market. The game is different and as a result, a different set of management skills, outlines, and plans are needed. In an age where economic change has been dramatic, Day, Gunter, and Schoemaker contend that the key currencies for today's business managers are time, talent, and management attention. Waste any of these and you risk putting your entire enterprise in jeopardy. George Day is the Geoffrey T. Bois Professor of marketing at the Wharton School of the University of Pennsylvania. Dr. Paul Schoemaker is Research Director of Wharton's Emerging Technologies Management Research Program, and Robert Gunther is a professional business writer and author.

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