Managing Strategic Innovation and Change

Managing Strategic Innovation and Change : A Collection of Readings

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This book shows the links between innovation, organizational architecture, executive teams, and the managing of change. The 41 articles that are included in this book have been carefully chosen from the current literature, with an introductory essay by the authors in which they show how the diagnostic model is applied to the problem of managing innovation. In the introductory essay, the authors highlight themes recurring throughout the book, such as the systems nature of technology, the importance of history and path dependence, the cross-functional nature of innovation management, the paradox between efficiency and adaptability, and the role of executive leadership in managing through turbulence. The introduction provides a helpful road map that offers a coherent rationale for studying innovation management. All modules in the book have editorial introductions that help to reinforce the links among technology, organizational architectures, and executive and managing teams. Introductions are also included for each chapter, explaining the fundamental point each reading raises and how it is integrated within the rest of the book. Managing Strategic Innovation and Change also features readings on topics including technological evolution, technology strategy, globalization, and organizational learning, offering a complete set of readings on the management of more

Product details

  • Paperback | 672 pages
  • 190.2 x 235.2 x 31.5mm | 1,268.99g
  • Oxford University Press Inc
  • New York, United States
  • 101 line figures
  • 0195100115
  • 9780195100112

Table of contents

I. INTRODUCTION AND OVERVIEW; 1. Technology Cycles, Innovation Streams and Ambidextrous Organizations: Organization Renewal Through Innovation Streams and Strategic Change; 2. Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry; II. INNOVATION OVER TIME AND IN HISTORICAL CONTEXT; TECHNOLOGY CYCLES; 3. Managing Through Cycles of Technological Change; 4. Exploiting Opportunities for Technological Improvement in Organizations; DOMINANT DESIGN; 5. The Panda's Thumb of Technology; 6. Strategic Maneuvering and Mass Market Dynamics: The Triumph of VHS over Beta; ERA OF INCREMENTAL CHANGE; 7. Managing Product Families: The Case of Sony Walkman; TECHNOLOGICAL SUBSTITUTION AND INNOVATION IN CONTEXT; 9. Gunfire at Sea; 10. How Established Firms Respond to Threatening Technologies; III. ORGANIZATION ARCHITECTURES AND MANAGING INNOVATION; 11. A Model for Diagnosing Organizational Behavior; 12. The Role of Core Competencies in the Corporation; 13. Managing Professional Careers: The Influence of Job Longevity and Group Age; 14. Using Culture for Strategic Advantage: Promoting Innovation Through Social Control; 15. Understanding Power in Organizations; 16. Dynamic Tension in Innovative, High Technology Firms: Managing Rapid Technological Change Through Organizational Structure; 17. Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development; IV. TECHNOLOGY AND BUSINESS STRATEGY; 18. Technology Strategy: An Evolutionary Process Perspective; 19. Capturing Value from Technological Innovation: Integration, Strategic Patnering, and Licensing Decisions; 20. Managing R&D as a Strategic Option; V. MANAGING FUNCTIONAL COMPETENCIES; RESEARCH AND DEVELOPMENT; 21. Tech Talk: How Managers Are Stimulating Global R&D Communication; 22. Japan's Management of Global Innovation: Technology Management Crossing Borders; 23. Research that Reinvents the Corporation; MARKETING; 24. Marketing and Discontinuous Innovation: The Probe and Learn Process; 25. Developing New Product Concepts via the Lead User Method: A Case Study in 'Low-Tech' Field; OPERATIONS/MANUFACTURING; 26. Managing Flexible Automation; 27. A Perspective on Quality Activities in American Firms; VI. MANAGING LINKAGES; CROSS-FUNCTIONAL LINKAGES; 28. Organizing and Leading 'Heavyweight' Development Teams; 30. Redundant, Overlapping Organization: A Japanese Approach to Managing the Innovation Process; ORGANIZATIONAL LINKAGES; 31. Managing Innovation in the Transnational Corporation; 32. The Logic of Global Business: An Interview with ABB's Percy Barnevik; 33. Toward Middle-Up-Down Management: Accelerating Information Creation; 34. Managing Intellect; EXTRA-ORGANIZATIONAL LINKAGES AND VENTURING; 36. Entering New Businesses: Selecting Strategies for Success; 37. The Use of Alliance in Implementing Technology Strategies; VII. EXECUTIVE LEADERSHIP AND MANAGING INNOVATION AND CHANGE; 38. Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution; 39. Implementing New Designs: Managing Organizational Change; 40. Vision, Values, Milestones: Paul O'Neill Starts Total Quality at Alcoa; 41. The CEO as Organizational Architect: An Interview with Xerox's Paul Allaireshow more

About Michael L. Tushman

About the Authors: Michael Tushman is the Philip Hettleman Professor of Management at the Graduate School of Business, Columbia University, where he developed the highly successful executive program in "Managing Strategic Innovation and Change." Tushman, internationally recognized for his work, is currently a visiting professor at the Sloan School of Management at MIT. Philip Anderson is a professor at the Amos Tuck School of Management at Dartmouth College, and teaches the technology strategy within this more

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