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Strategic Management of Technology and Innovation / Edition 3

Strategic Management of Technology and Innovation / Edition 3

by Robert A. Burgelman, Modesto Maidique, Steven C. Wheelwright

ISBN-10: 0072312831

ISBN-13: 9780072312836

Pub. Date: 07/26/2000

Publisher: McGraw-Hill Companies, The

Burgelman,Maidique,and Wheelwright have written the market leading text for a course in technology and innovation. This text covers the latest research by using a combination of text,readings,and cases. Based on reviewer response to a survey,the authors have updated many of the cases and instructors found outdated or lacking. As in the current edition,the book has


Burgelman,Maidique,and Wheelwright have written the market leading text for a course in technology and innovation. This text covers the latest research by using a combination of text,readings,and cases. Based on reviewer response to a survey,the authors have updated many of the cases and instructors found outdated or lacking. As in the current edition,the book has a strong case foundation at Harvard and Stanford. Classic cases such as Claire McCloud have been kept,while newer cases such as Intel Corporation in 1999 have been added. There is also a strong set of readings from sources such as Harvard Business Review,California Management Review,and Sloan Management Review.

Product Details

McGraw-Hill Companies, The
Publication date:
Edition description:
Older Edition
Product dimensions:
8.11(w) x 10.39(h) x 1.54(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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