Strategic Management of Technology and Innovation

Strategic Management of Technology and Innovation

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

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  • 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: 325,452

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.

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Table of contents

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 Policy David J. Teece CASE I-2 Advent Corporation R.S. Rosenbloom READING I-2 How to Put Technology into Corporate Planning Alan R. Fusfeld READING I-3 The Core Competence of the Corporation C.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 Ventures Robert A. Burgelman and Robert E. Siegel READING I-6 Assessing Your Organization's Capabilities: Resources, Processes, & Priorities Clayton M. Christensen & Stephen P. Kaufman CASE I-6 Electronic Arts in 1995 C.C. Oliver CASE I-7 Electronic Arts in 2002 Frederic Descamps CASE I-8 Electronic Arts in 2005: The Next Generation of Convergence Ryan Kiskis, Shoshanna Stussy and Robert A. Burgelman READING I-7 The Art of High-Technology Management M.A. Maidique and R.H. Hayes Part Two Design and Implementation of Technology Strategy: an Evolutionary Perspective Technological Evolution READING II-1 Patterns of Industrial Innovation William J. Abernathy and James M. Utterback READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component Technologies Clayton M. Christensen READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies Clayton M. Christensen CASE II-1 MySQL Open Source Database in 2004 Christof Wittig, Sami Inkinen, and Robert A. Burgelman CASE II-2 MySQL Open Source Database in 2006 Christof 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 Firms Clayton M. Christensen and Joseph L. Bower CASE II-3 Making SMaL Big: SMaL Camera Technologies Clayton M. Christensen and Scott D. Anthony READING II-6 Disruption, Disintegration and the Dissipation of Differentiability Clayton M. Christensen, Matt Verlinden, and George Westerman Industry Context CASE II-4 The U.S. Telecommunications Industry: 1996-1999 Eric Marti CASE II-5 Slouching Toward Broadband - Revisited in 2005 Robert A. Burgelman, Les Vadasz, and Philip E. Meza CASE II-6 SAP America Artemis March READING II-7 Crossing the Chasm-and Beyond Geoffrey A. Moore READING II-8 Competing Technologies: An Overview W. Brian Arthur CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005 Robert A. Burgelman, Les Vadasz, and Philip E. Meza READING II-9 Finding the Balance: Intellectual Property in the Digital Age Philip Meza and Robert A. Burgelman READING II-10 Note on New Drug Development in the United States Stefan Thomke and Ashok Nimgade CASE II-8 Eli Lilly and Company: Drug Development Strategy Stefan Thomke, Ashok Nimgade, and Paul PospisilOrganizational Context READING II-11 Gunfire at Sea: A Case Study of Innovation Elting E. Morison READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms Rebecca M. Henderson and Kim B. Clark CASE II-9 Hewlett-Packard: The Flight of the Kittyhawk CASE II-10 Intel Corporation: The DRAM Decision George 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 Dissonance Robert A. Burgelman and Andrew S. Grove Strategic Action READING II-15 Strategic Intent Gary Hamel and C.K. Prahalad CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting Aneesha Capur and Robert A. Burgelman CASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse Course Paul Carroll CASE II-13 Intel Corporation: Strategy for the 1990s George 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-Repeatedly Robert A. Burgelman and Andrew S. Grove CASE II-15 Charles Schwab & Co., Inc., in 1999 Margot Sutherland and Kelly DuBois CASE II-16 Charles Schwab in 2007 Robert A. Burgelman and Philip E. Meza CASE II-17 HP and Compaq Combined: In Search of Scale and Scope Robert A. Burgelman and Philip E. Meza READING II-17 Managing the Strategic Dynamics of Acquisition Integration Robert A. Burgelman and Webb McKinney Part Three Enactment of Technology Strategy-Developing a Firm's Innovative Capabilities Internal and External Sources of Technology READING III-1 Capturing the Returns From Research Clayton M. Christensen, Christopher Musso, and Scott Anthony READING III-2 The Lab That Ran Away from Xerox Bro Uttal READING III-3 Perfecting Cross-Pollination Lee Fleming READING III-3 Transforming Invention into Innovation: The Conceptualization Stage Robert A. Burgelman and Leonard R. Sayles READING III-4 The Transfer of Technology from Research to Development H. Cohen, S. Keller, and D. Streeter READING III-5 Adsorptive Capacity: A New Perspective on Learning and Innovation Wesley M. Cohen and Daniel A. Levinthal CASE III-1 NEC: A New R&D Site in Princeton Walter Kuemmerle and Kiichiro Kobayashi CASE III-2 Cisco Systems, Inc.: Acquisition Integration for Manufacturing Nicole Tempest and Christian G. Kasper READING III-6 Making Sense of Corporate Venture Capital Henry W. ChesbroughLinking New Technology and Novel Customer Needs READING III-7 Note on Lead User Research Stefan 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 Buyers John T. Gourville CASE III-4 GolfLogix: Measuring the Game of Golf John T. Gourville and Jerry N. Conover READING III-9 Misleading Methods of Financial Analysis Clayton M. Christensen, Stephen P. Kaufman, & Willy Shih READING III-10 Living on the Fault Line Geoffery MooreInternal Corporate Venturing CASE III-5 Pitney Bowes Inc. Clayton M. Christensen and Howard Yu CASE III-6 Cisco Systems, Inc.: Implementing ERP Mark Cotteleer CASE III-7 R.R. Donnelley & Sons: The Digital Division Artemis March CASE III-8 Intel Corporation: The Hood River Project Raymond S. Bamford CASE III-9 3M Optical Systems: Managing Corporate Entrepreneurship Christopher A. Bartlett and Afroze Mohammed READING III-10 At 3am, A Struggle Between Efficiency and Creativity Brian Hindo READING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for Practice Robert A. Burgelman READING III-12 Managing Internal Corporate Venturing Cycles Robert A. Burgelman and Liisa Valikangas READING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change Michael L. Tushman and Charles A. O'Reilly III Enactment of Technology Strategy-Creating and implementing a Development StrategyNew Product Development READING IV-1 Communication Between Engineering and Production: A Critical Factor H.E. Riggs CASE IV-1 Vitreon Corporation: The Hyalite Project Who wrote this? READING IV-2 The New Product Learning Cycle M.A. Maidique and B.J. Zirger CASE IV-2 Eli Lilly: The Evista Project Matthew C. Verlinden READING IV-3 Organizing and Leading "Heavyweight" Development Teams Kim B. Clark and Steven C. Wheelwright READING IV-4 Finding the Right Job for Your Product Clayton M. Christensen and Scott AnthonyBuilding Competence/ Capabilities Through New Product Development CASE IV-3 The ITC eChoupal Initiative David M. Upton and Virginia A. Fuller READING IV-5 Creating Project Plans to Focus Product Development Steven C. Wheelwright and Kim B. Clark CASE IV-4 Genentech-Capacity Planning Daniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld READING IV-6 The New Product Development Map Steven C. Wheelwright and W. Earl Sasser, Jr. READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product Development Steven C. Wheelwright and Kim B. Clark Conclusion: Innovation Challenges in Established Firms CASE V-1 Intel Centrino in 2007: A New "Platform" Strategy for Growth Robert A. Burgelman and Philip E. Meza CASE V-2 SAP AG in 2006: Driving Corporate Transformation Thomas R. Federico and Robert A. Burgelman READING V-1 Building a Learning Organization David A. Garvin READING V-2 The Power of Strategic Integration Robert A. Burgelman and Yves L. Doz CASE V-3 Nike's Global Women's Fitness Business: Driving Strategic Integration Lyn Denend and Robert A. Burgelman