CART

(0) items

Management of Technology and Innovation : A Strategic Approach,9780324144970
This item qualifies for
FREE SHIPPING!

FREE SHIPPING OVER $59!

Your order must be $59 or more, you must select US Postal Service Shipping as your shipping preference, and the "Group my items into as few shipments as possible" option when you place your order.

Bulk sales, PO's, Marketplace Items, eBooks, Apparel, and DVDs not included.

Management of Technology and Innovation : A Strategic Approach

by
Edition:
1st
ISBN13:

9780324144970

ISBN10:
0324144970
Format:
Paperback
Pub. Date:
1/18/2006
Publisher(s):
South-Western College Pub
List Price: $152.66
More New and Used
from Private Sellers
Starting at $4.54
See Prices

Rent Textbook

We're Sorry
Sold Out

Used Textbook

We're Sorry
Sold Out

eTextbook

We're Sorry
Not Available

New Textbook

We're Sorry
Sold Out

Related Products


  • Outlines and Highlights for the Management of Technology and Innovation : A Strategic Approach by Margaret White, ISBN
    Outlines and Highlights for the Management of Technology and Innovation : A Strategic Approach by Margaret White, ISBN
  • The Management of Technology and Innovation A Strategic Approach
    The Management of Technology and Innovation A Strategic Approach
  • The Management of Technology and Innovation: A Strategic Approach, 2nd Edition
    The Management of Technology and Innovation: A Strategic Approach, 2nd Edition




Summary

In today's economy the management of technology is a major factor in the process layout employed by the firm, in systems used by the company, in its structural design, and in its product marketability. This text uses technology as a guiding focus for explaining the strategic management process. Each chapter splits into two acts: (1) chapters open with material synthesized from leading theorists and consultants; (2) chapters conclude with discussions of the applicable techniques for successfully exploiting technology and innovation.

Table of Contents

Preface xv
About the Authors xxi
Acknowledgements xxiii
PART ONE Laying the Foundation
Nokia: Riding the Waves of Innovation
3(1)
Nokia: The Firm's History
3(2)
How Nokia Changes
4(1)
Strategic Perspective
4(1)
Overview of Part One
5(1)
Management of Technology and Innovation: An Overview
6(28)
Overview
6(1)
Introduction
7(4)
Importance of Technology and Innovation to Business
7(2)
Importance of Technology and Innovation to Society
9(1)
Technology and Innovation Do Not Stand Still
10(1)
The Study of Technology, Innovation, and Its Management
11(3)
The Technology and Innovation Imperative Is Organization-wide
11(1)
The Technological and Innovation Imperative Is Worldwide
12(1)
Value Creation Is the Key
13(1)
Key Definitions of Technology
14(4)
Definition of Technology
15(1)
Definition of Management of Technology
16(2)
The Importance of Managing Technology
18(1)
The Process of Managing Technology
19(2)
Making Decisions for Managing Technology
20(1)
Tools for Managing Technology
20(1)
Key Definitions of Innovation
21(2)
Definition of Innovation
21(1)
Definition of Management of Innovation
22(1)
The Process of Managing Innovation
23(3)
Making Decisions for Managing Innovation
23(2)
Tools for Managing Innovation
25(1)
Structuring the Examination of MTI
26(1)
Strategy Perspective
26(1)
Making Decisions for Strategic Management
26(1)
Tools for Strategic Management
27(1)
Organization of the Text
27(7)
Summary
29(5)
Strategy and the Management of Technology and Innovation
34(56)
Overview
34(1)
Introduction
35(1)
What Is Strategy?
36(1)
Centrality of MTI in Strategic Management
37(7)
Integrating MTI and Strategy
38(1)
Technology and Competitive Advantage
39(1)
Continuous versus Radical Technology
40(1)
Maturing Process of Technology
41(2)
Offensive versus Defensive Technology
43(1)
The Strategic Process in MTI
44(15)
Planning
45(9)
Implementation
54(3)
Evaluation and Control
57(2)
The Next Steps in Integrating MTI and Strategy
59(8)
Summary
60(7)
Appendix One: Overview of Strategic Analysis in MTI: Competitive and Financial Considerations
67(1)
Strategic Analysis
67(3)
Key Assessments
67(3)
Financial Analysis
70(4)
Overview
71(1)
Income Statement and Retained Earnings
72(1)
Balance Sheet and Reallocating Resources
73(1)
Understanding Financials
74(4)
Profit Ratios
76(1)
Liquidity Ratios
77(1)
Efficiency Ratios
77(1)
Other Ratios
77(1)
Understanding the Financial Analysis Outcome
78(1)
Using Financial Assessments
78(1)
Other Uses of Financial Data
79(3)
Net Present Value
80(1)
Payback Period
81(1)
Applications to MTI
82(5)
Summary
83(4)
PART TWO Innovation: Internal Strategy
Corning: Successful Internal Innovation
87(1)
Corning: The Firm's History
87(2)
Corning Today
87(1)
Building an Internal Innovation Foundation
88(1)
Corning's Efforts Bring Results
88(1)
Overview of Part Two
89(1)
Innovation: Planning
90(34)
Overview
90(1)
Introduction
91(1)
Planning: A Complex Process
92(1)
To Innovate or Not to Innovate
93(2)
Factors That Favor Innovation
93(1)
Factors That Discourage Innovation
94(1)
Types of Innovation
95(6)
Product Innovation
96(3)
Process Innovation
99(2)
Innovation Planning Process
101(5)
Determine the Vision
102(1)
Set the Mission
102(1)
Establish Goals and Objectives
103(1)
Set Strategy
104(1)
Specific Tactics and Actions
105(1)
Application of the Planning Process
106(2)
Factors That Aid Innovation Planning
108(5)
Creativity
108(2)
Organization-wide Issues
110(2)
Political Processes
112(1)
Technology Stages and Planning
113(3)
Start-up
113(1)
Growth
114(1)
Maturity
115(1)
Decline
115(1)
Developing a Climate for Innovation
116(8)
Summary
118(6)
Internal Innovation: Implementation
124(32)
Overview
124(1)
Introduction
125(1)
Key Initial Questions for Implementation
125(4)
What Should We Be Doing?
125(2)
What Are the Requirements for Key Activities?
127(2)
What and to Whom to Delegate?
129(1)
Key Implementation Issues
129(19)
Leadership
130(6)
Engagement
136(4)
Extension
140(4)
Alignment
144(4)
Crafting Portfolios of Innovation
148(8)
Summary
149(7)
Innovation: Evaluation and Control
156(54)
Overview
156(1)
Introduction
157(1)
Evaluation and Control Processes
157(2)
Evaluation
159(5)
Where Are We Now?
159(2)
What Lies Ahead?
161(1)
Where Will We End Up If We Continue on This Path?
162(2)
Control
164(10)
Types of Control
165(3)
Organizational Levels and Control Factors
168(3)
Overview of Quality Issues
171(3)
Implementing Evaluation and Control
174(5)
Integrating Evaluation and Control: Planning
174(1)
Integrating Evaluation and Control: Implementation
175(3)
Validating the Evaluation and Control Process
178(1)
Other Concerns in Evaluation and Control
179(9)
Organizational Focus
179(1)
Creation of Value
179(1)
Best Practices
180(1)
Summary
181(7)
Appendix Two: Innovation Project Management and New Product Development
188(1)
Innovation Projects
188(1)
Innovation Project Management
189(11)
Gap Identification Phase
190(2)
Concept Phase
192(1)
Definition Phase
193(1)
Design Phase
194(2)
Development Phase
196(1)
Application Phase
197(1)
Post-Project Review Phase
198(2)
Portfolios of Projects
200(7)
Summary
202(5)
PART THREE Obtaining Technology: External Strategy
DuPont: Recognizing Its Strategic Needs
207(1)
DuPont: The Firm's History
207(2)
Internal Innovation
207(1)
External Methods
207(1)
Integration Methods
208(1)
Overview of Part Three
209(1)
Obtaining Technology: Planning
210(29)
Overview
210(1)
Introduction
211(1)
Alliances
212(9)
Formal versus Informal Alliances
212(3)
Duration of an Alliance
215(3)
Location: Domestic versus International Alliances
218(2)
Concerns in Alliances
220(1)
Mergers and Acquisitions
221(7)
Mergers and Acquisitions of Technology
222(1)
Strategic Reasons for Mergers or Acquisitions
223(2)
Types of Mergers and Acquisitions
225(3)
Planning the Acquisition of Technology
228(11)
Goals
229(1)
Due Diligence
229(1)
Major Mistakes to Avoid
230(2)
Summary
232(7)
Obtaining Technology: Implementation
239(32)
Overview
239(1)
Introduction
240(1)
Initial Questions
241(4)
What Should We Be Doing Now?
241(1)
What Are the Requirements for Key Activities?
242(1)
What and to Whom to Delegate?
243(2)
Key Elements
245(26)
Integration
245(8)
Leadership
253(5)
Execution
258(3)
Alignment
261(3)
Summary
264(7)
Obtaining Technology: Evaluation and Control
271(51)
Overview
271(1)
Introduction
272(1)
Where Evaluation and Control Occur
273(17)
Alliance/Acquisition Capabilities
274(1)
Due Diligence
275(8)
Negotiation of the Deal
283(1)
Integration
284(2)
Ongoing Evaluation and Control
286(4)
Metrics
290(2)
Gap Analysis
292(11)
Financial Fitness
292(1)
Strategic Fitness
293(1)
Operational Fitness
293(1)
Relationship Fitness
294(1)
Summary
295(8)
Appendix Three: Managing Platforms and Portfolios of Technology
303(1)
Complexity and MTI
303(11)
Single-Product Technology
305(2)
Product Platforms
307(5)
Portfolio Management
312(2)
Management Process Checklist
314(5)
Summary
316(3)
PART FOUR Building Strategic MTI Success
Microsoft: A Pattern of Success
319(1)
Microsoft: The Firm's History
319(2)
Sustainable Advantage
320(1)
Overview of Part Four
321(1)
Building Capabilities for MTI Success
322(29)
Overview
322(1)
Introduction
323(3)
Competitive Advantage
326(2)
Sustainable Advantage
328(2)
Strategic Decisions and Competitive Advantage
330(6)
Connecting It All
332(4)
Building Capabilities from the Start
336(4)
Establishment of Industry Standards
337(1)
Venture Capital
338(2)
Other Types of Value Processes
340(11)
Value Appropriation
340(1)
Value Protection
341(1)
Value Destruction
342(3)
Summary
345(6)
Organizational Learning and Knowledge Management
351(42)
Overview
351(1)
Introduction
352(1)
Organizational Learning
353(9)
Gathering Information
354(1)
Transferring and Sharing Processes
355(1)
Enabling Learning
356(1)
Types of Learning
357(4)
Structuring for Organizational Learning
361(1)
Keys to Successful Organizational Learning
362(1)
Knowledge Management
362(9)
Knowledge-Management Definitions
363(1)
Dimensions of Knowledge Creation
364(1)
Making Knowledge Management a Successful Capability
364(3)
Knowledge Management in R&D Departments and Teams
367(3)
The Fit in Knowledge-Management Systems
370(1)
Using Organizational Learning and Knowledge Management
371(8)
Summary
372(7)
Appendix Four: Waves of Innovation and Predicting the Future
379(1)
Long-Wave Theory of Economics
379(5)
Technological Innovation as the Driver of Long Waves
379(4)
Implications of Long Waves
383(1)
Methods for Viewing the Future
384(1)
Forecasting Techniques
385(3)
Trend Extrapolation
386(1)
Expert Consensus
386(1)
Simulation Methods
387(1)
Scenario Building
387(1)
Decision Trees
388(1)
Hybrid Methods
388(1)
Predicted Future Technologies
388(2)
Applications to MTI
390(3)
Summary
390(3)
Glossary 393(6)
Index 399


Please wait while the item is added to your cart...