Strategic Management of Technology and Innovation

Strategic Management of Technology and Innovation


By (author) Robert A. Burgelman, By (author) Clayton M. Christensen, By (author) Steven C. Wheelwright

List price $85.93
You save $2.42 (2%)

Free delivery worldwide
Dispatched in 3 business days
When will my order arrive?

  • Publisher: McGraw Hill Higher Education
  • Format: Paperback | 1088 pages
  • Dimensions: 200mm x 252mm x 46mm | 2,118g
  • Publication date: 1 November 2008
  • Publication City/Country: London
  • ISBN 10: 0071263292
  • ISBN 13: 9780071263290
  • Edition: 5, Revised
  • Edition statement: 5th International edition
  • Sales rank: 384,677

Product description

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.

Other people who viewed this bought:

Showing items 1 to 10 of 10

Other books in this category

Showing items 1 to 11 of 11

Author information

McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide.

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 PolicyDavid J. Teece CASE I-2 Advent CorporationR.S. Rosenbloom READING I-2 How to Put Technology into Corporate PlanningAlan R. Fusfeld READING I-3 The Core Competence of the CorporationC.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 VenturesRobert A. Burgelman and Robert E. Siegel READING I-6 Assessing Your Organization's Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. Kaufman CASE I-6 Electronic Arts in 1995C.C. Oliver CASE I-7 Electronic Arts in 2002Frederic Descamps CASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. Burgelman READING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. Hayes Part TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological Evolution READING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. Utterback READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. Christensen READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. Christensen CASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. Burgelman CASE II-2 MySQL Open Source Database in 2006Christof 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 FirmsClayton M. Christensen and Joseph L. Bower CASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. Anthony READING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George Westerman Industry Context CASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric Marti CASE II-5 Slouching Toward Broadband - Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza CASE II-6 SAP AmericaArtemis March READING II-7 Crossing the Chasm-and BeyondGeoffrey A. Moore READING II-8 Competing Technologies: An OverviewW. Brian Arthur CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza READING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. Burgelman READING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok Nimgade CASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul Pospisil Organizational Context READING II-11 Gunfire at Sea: A Case Study of InnovationElting E. Morison READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. Clark CASE II-9Hewlett-Packard: The Flight of the Kittyhawk CASE II-10 Intel Corporation: The DRAM DecisionGeorge 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 DissonanceRobert A. Burgelman and Andrew S. Grove Strategic Action READING II-15 Strategic IntentGary Hamel and C.K. Prahalad CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology ConsultingAneesha Capur and Robert A. Burgelman CASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse CoursePaul Carroll CASE II-13 Intel Corporation: Strategy for the 1990sGeorge 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-RepeatedlyRobert A. Burgelman and Andrew S. Grove CASE II-15 Charles Schwab & Co., Inc., in 1999Margot Sutherland and Kelly DuBois CASE II-16 Charles Schwab in 2007Robert A. Burgelman and Philip E. Meza CASE II-17 HP and Compaq Combined: In Search of Scale and ScopeRobert A. Burgelman and Philip E. Meza READING II-17 Managing the Strategic Dynamics of Acquisition IntegrationRobert A. Burgelman and Webb McKinney Part ThreeEnactment of Technology Strategy-Developing a Firm's Innovative CapabilitiesInternal and External Sources of Technology READING III-1 Capturing the Returns From ResearchClayton M. Christensen, Christopher Musso, and Scott Anthony READING III-2 The Lab That Ran Away from XeroxBro Uttal READING III-3 Perfecting Cross-PollinationLee Fleming READING III-3 Transforming Invention into Innovation: The Conceptualization StageRobert A. Burgelman and Leonard R. Sayles READING III-4 The Transfer of Technology from Research to DevelopmentH. Cohen, S. Keller, and D. Streeter READING III-5 Adsorptive Capacity: A New Perspective on Learning and InnovationWesley M. Cohen and Daniel A. Levinthal CASE III-1 NEC: A New R&D Site in PrincetonWalter Kuemmerle and Kiichiro Kobayashi CASE III-2 Cisco Systems, Inc.: Acquisition Integration for ManufacturingNicole Tempest and Christian G. Kasper READING III-6 Making Sense of Corporate Venture CapitalHenry W. Chesbrough Linking New Technology and Novel Customer Needs READING III-7 Note on Lead User ResearchStefan 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 BuyersJohn T. Gourville CASE III-4 GolfLogix: Measuring the Game of GolfJohn T. Gourville and Jerry N. Conover READING III-9 Misleading Methods of Financial AnalysisClayton M. Christensen, Stephen P. Kaufman, & Willy Shih READING III-10 Living on the Fault LineGeoffery Moore Internal Corporate Venturing CASE III-5 Pitney Bowes Inc.Clayton M. Christensen and Howard Yu CASE III-6 Cisco Systems, Inc.: Implementing ERPMark Cotteleer CASE III-7 R.R. Donnelley & Sons: The Digital DivisionArtemis March CASE III-8 Intel Corporation: The Hood River ProjectRaymond S. Bamford CASE III-9 3M Optical Systems: Managing Corporate EntrepreneurshipChristopher A. Bartlett and Afroze Mohammed READING III-10 At 3am, A Struggle Between Efficiency and CreativityBrian Hindo READING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for PracticeRobert A. Burgelman READING III-12 Managing Internal Corporate Venturing CyclesRobert A. Burgelman and Liisa Valikangas READING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary ChangeMichael 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 FactorH.E. Riggs CASE IV-1 Vitreon Corporation: The Hyalite ProjectWho wrote this? READING IV-2 The New Product Learning CycleM.A. Maidique and B.J. Zirger CASE IV-2 Eli Lilly: The Evista ProjectMatthew C. Verlinden READING IV-3 Organizing and Leading "Heavyweight" Development TeamsKim B. Clark and Steven C. Wheelwright READING IV-4 Finding the Right Job for Your ProductClayton M. Christensen and Scott Anthony Building Competence/ Capabilities Through New Product Development CASE IV-3 The ITC eChoupal InitiativeDavid M. Upton and Virginia A. Fuller READING IV-5 Creating Project Plans to Focus Product DevelopmentSteven C. Wheelwright and Kim B. Clark CASE IV-4 Genentech-Capacity PlanningDaniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld READING IV-6 The New Product Development MapSteven C. Wheelwright and W. Earl Sasser, Jr. READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product DevelopmentSteven C. Wheelwright and Kim B. Clark Conclusion: Innovation Challenges in Established Firms CASE V-1 Intel Centrino in 2007: A New "Platform" Strategy for GrowthRobert A. Burgelman and Philip E. Meza CASE V-2 SAP AG in 2006: Driving Corporate TransformationThomas R. Federico and Robert A. Burgelman READING V-1 Building a Learning OrganizationDavid A. Garvin READING V-2 The Power of Strategic IntegrationRobert A. Burgelman and Yves L. Doz CASE V-3 Nike's Global Women's Fitness Business: Driving Strategic IntegrationLyn Denend and Robert A. Burgelman