Strategic management of technology and innovation

Tags: CASE, TECHNOLOGY STRATEGY, Advent Corporation, EDITION CONTENTS, Management Criteria, Electronic Arts, Elio Engineering, Inc., INTEGRATING TECHNOLOGY, Matrix Semiconductor Inc., FIFTH EDITION Strategic Management of Technology, Technologies, Architectural Innovation, SMaL Camera Technologies, Open Source Database, Architectural Technologies, Component Technologies, Innovation Robert A. BurgeSmani Clayton M. Christensen Steven C. Wheelwright, TECHNOLOGICAL INNOVATION, Organizational Adaptation, Acquisition Integration, Infosys Consulting, Corporate Venture Capital, Strategic Dynamics, The Charles Schwab Corporation, Strategic Intent, Field Research, Critical Factor, Vitreon Corporation, Product, Eli Lilly and Company, NEW PRODUCT DEVELOPMENT, Development Teams, Intel Corporation
Content: Fifth Edition strategic management of Technology and Innovation
Robert A. BurgeSmani Clayton M. Christensen Steven C. Wheelwright
MCGRAW-HILL
I N T Em'U A T I O N A L
EDITION
CONTENTS
Preface
PART ONE INTEGRATING TECHNOLOGY AND STRATEGY: A GENERAL MANAGEMENT PERSPECTIVE
TECHNOLOGICAL INNOVATION
13
CASE 1-1
Elio Engineering, Inc.
13
READING 1-1
Profiting from Technological Innovation:
Implications for Integration, Collaboration,
Licensing, and public policy
32
CASE I-2
Advent Corporation
49
READING I-2
How to Put Technology into
Corporate Planning
62
READING I-3
The Core Competence of the Corporation
66
TECHNOLOGICAL INNOVATION
AND STRATEGY
78
CASE I-3
Pixim (A): August 2001
78
READING I-4
Management Criteria for
Effective Innovation
97
CASE I-4
Matrix Semiconductor Inc.:
Tackling Challenges of Strategic
Dimensions
105
CASE I-5
StubHub (A): January 2004
121
READING 1-5 -
Defining the Minimum Winning
Game in High-Technology Ventures
140
READING 1-6
Assessing Your Organization's
Capabilities: Resources, Processes, and
Priorities
153
CASE 1-6
Electronic Arts in 1995
164
CASE I-7
Electronic Arts in 2002
180
CASE 1-8
Electronic Arts in 2005: The Next
Generation of Convergence
199
READING 1-7
The Art of High-Technology
Management
226
V I I I CONTENTS
PART TWO DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY: AN EVOLUTIONARY PERSPECTIVE
TECHNOLOGICAL EVOLUTION
253
READING 11-1
Patterns of Industrial Innovation
253
READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component Technologies 259
READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies 278
CASE 11-1
MySQL Open Source Database in 2004
284
CASE II-2 MySQL Open Source Database in 2006 (B) 304
READING II-4
How Can We Beat Our Most Powerful
Competitors
3io
READING II-5
Customer Power, Strategic Investment,
and the Failure of Leading Firms
330
CASE II-3
Making SMaL Big: SMaL Camera
Technologies
350
READING II-6
Disruption, Disintegration and the
Dissipation of Differentiability
363
INDUSTRY CONTEXT
388
CASE II-4
The U.S. Telecommunications Industry:
1996-1999
388
CASE II-5
Slouching Toward Broadband:
Revisited in 2005
403
CASE II-6
SAP America
415
READING 11-7
Crossing the Chasm--and Beyond
429
READING 11-8
Competing Technologies: An Overview
435
CASE 11-7
Digital Creation and Distribution of Music:
Revisited in 2005
445
READING 11-9
Finding the Balance: Intellectual
Property in the Digital Age
453
READING 11-10
Note on New Drug Development in the
United States
465
CASE II-8
Eli Lilly and Company: Drug
Development Strategy
470
ORGANIZATIONAL CONTEXT
486
READING 11-11
Gunfire at Sea: A Case study of
Innovation
486
READING 11-12
Architectural Innovation: The
Reconfiguration of Existing Product
Technologies and the Failure of
Established Firms
496
CASE II-9
Hewlett-Packard: The Flight of the
Kittyhawk ^
509
CASE 11-10
Intel Corporation: The DRAM Decision
521
READING 11-13
Intraorganizational Ecology of Strategy
Making and Organizational Adaptation:
Theory and field research
544
READING 11-14
Strategic Dissonance
563
STRATEGIC ACTION
577
READING 11-15
Strategic Intent
577
CASE 11-11
Infosys Consulting in 2006: Leading the
Next Generation of Business and
Information Technology Consulting
589
CONTENT?
CASE 11-12
Inside Microsoft: The Untold Story of
How the Internet Forced Bill Gates to
Reverse Course
608
CASE 11-13 Intel Corporation: Strategy for the 1990s 612
READING 11-16
Let Chaos Reign, Then Rein in
Chaos--Repeatedly: Managing Strategic
Dynamics for Corporate Longevity
623
CASE 11-14
Charles S c h w a b & Co., Inc., in 1999
637
CASE 11-15 The Charles Schwab Corporation in 2007: Fixing and Redefining the Core Business 654
CASE 11-16
HP and Compaq Combined: In search
of Scale and Scope
668
READING 11-17
Managing the Strategic Dynamics of
Acquisition Integration: Lessons from
HP and Compaq
688
PART THREE ENACTMENT OF TECHNOLOGY STRATEGY-DEVELOPING A FIRM'S INNOVATIVE CAPABILITIES
READING III-6
Absorptive Capacity: A New Perspective
on Learning and Innovation
746
CASE 111-1
NEC: A New R&D Site in Princeton
762
CASEIII-2
Cisco Systems, Inc.: Acquisition
Integration for Manufacturing
775
READING III-7 Making Sense of Corporate Venture Capital 792
LINKING new technology AND
NOVEL CUSTOMER NEEDS
799
READING III-8
Note on Lead User Research
799
CASE III-3
What's the BIG Idea?
806
READING III-9
Eager Sellers and Stony Buyers:
Understanding the Psychology of
New-Product Adoption
822
CASE III-4
GolfLogix: Measuring the Game
of Golf
829
READING 111-10 Innovation Killers
READING 111-11
Living on the Fault Line
855
INTERNAL AND EXTERNAL SOURCES OF T E C H N O L O G Y READING 111-1 Capturing the Returns from Research READING III-2 The Lab That Ran Away from Xerox READING III-3 Perfecting Cross-Pollination READING III-4 Transforming Invention into Innovation: The Conceptualization Stage READING III-5 The Transfer of Technology from Research to Development
INTERNAL CORPORATE VENTURING
878
719 CASE III-5
Pitney Bowes Inc.
878
719 CASE III-6
Cisco Systems, Inc.: Implementing ERP
889
725 CASE IH-7
R. R. Donnelley & Sons: The Digital
728
Division
901
CASE MI-8
Intel Corporation: The Hood River
730
Project
914
CASE HI-9 -
3M Optical Systems: Managing Corporate
738
Entrepreneurship
936
X CONTENTS
READING 111-12
At 3M, a Struggle Between Efficiency
and Creativity
949
READING 111-13
Managing the Internal Corporate Venturing
Process: Some Recommendations for
Practice
955
READING 111-14
Managing Internal Corporate Venturing
Cycles
965
READING 111-15
ambidextrous organizations:
Managing Evolutionary and
Revolutionary Change
974
PART FOUR ENACTMENT OF TECHNOLOGY STRATEGY-CREATING AND IMPLEMENTING A DEVELOPMENT STRATEGY
NEW product development
1007
READING IV-1
Communication Between Engineering and
Production: A Critical Factor
1007
CASE IV-1 Vitreon Corporation: The Hyalite Project 1013
READING IV-2
The New Product Learning Cycle
1025
CASE IV-2
Eli Lilly and Company:
Drug Development Strategy (A)
1038
READING IV-3
Organizing and Leading "Heavyweight"
Development Teams
1053
READING IV-4
Finding the Right Job for Your Product
1064
BUILDING COMPETENCE/ CAPABILITIES THROUGH NEW PRODUCT DEVELOPMENT
1077
CASE IV-3
The ITC eChoupal Initiative
1077
READING IV-5 Creating Project Plans to Focus Product Development
1091
CASE IV-4
Genentech--Capacity Planning
1101
READING IV-6
The New Product Development Map
1119
READING IV-7
Accelerating the Design-Build-Test Cycle
for Effective New Product Development
1128
PART FIVE
CONCLUSION: INNOVATION CHALLENGES IN ESTABLISHED FIRMS ·
CASE V-1
Intel Centrino in 2007: A New "Platform"
Strategy for Growth
1140
CASE V-2
SAP AG in 2006: Driving Corporate
Transformation
1160
READING V-1
Building a Learning Organization
1193
READING V-2
The Power of Strategic Integration
1205
CASE V-3
Nike's Global Women's Fitness Business:
Driving Strategic Integration
1213
Credits
1235
Index
1238

File: strategic-management-of-technology-and-innovation.pdf
Author: AGI
Published: Tue May 18 09:40:56 2010
Pages: 5
File size: 0.04 Mb


Discovering Columbus, 6 pages, 1.01 Mb

Time Beings, 3 pages, 0.08 Mb
Copyright © 2018 doc.uments.com