CART

(0) items

Strategic Management of Technology and Innovation,9780072536959
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.

Strategic Management of Technology and Innovation

by ; ;
Edition:
4th
ISBN13:

9780072536959

ISBN10:
0072536950
Format:
Hardcover
Pub. Date:
10/24/2003
Publisher(s):
McGraw-Hill/Irwin

Related Products


  • Strategic Management of Technology and Innovation
    Strategic Management of Technology and Innovation
  • Strategic Management of Technology and Innovation
    Strategic Management of Technology and Innovation





Summary

The 4th 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. New co-author Clay Christensen provides his insights on innovation management and new market entries through several new cases. Approximately 40% of the cases are entirely new to this edition.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.

Author Biography

Clayton M. Christensen is currently the Robert and Jane Cizik Professor of Business Administration at the Harvard University Business School.

Table of Contents

PART ONE INTEGRATING TECHNOLOGY AND STRATEGY: A GENERAL MANAGEMENT PERSPECTIVE
Technological Innovation
13(54)
Elio Engineering, Inc.
13(19)
Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy
32(17)
Advent Corporation
49(13)
How to Put Technology into Corporate Planning
62(5)
Technological Innovation and Strategy
67(90)
Electronic Arts in 1995
67(16)
Electronic Arts in 2002
83(19)
The Core Competence of the Corporation
102(11)
What Is Strategy?
113(17)
The Art of High-Technology Management
130(27)
PART TWO DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY: AN EVOLUTIONARY PERSPECTIVE
Technological Evolution
157(146)
Asymetric Digital Subscriber Line: Prospects in 1997
157(15)
Management Criteria for Effective Innovation
172(7)
The Optical Components Industry: A Perspective
179(10)
CIENA Corporation
189(13)
Patterns of Industrial Innovation
202(6)
Exploring the Limits of the Technology S-Curve. Part I: Component Technologies
208(19)
Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies
227(6)
Hewlett-Packard's Merced Decision
233(12)
Customer Power, Strategic Investment, and the Failure of Leading Firms
245(20)
Making SMaL Big: SMaL Camera Technologies
265(13)
Disruption, Disintegration and the Dissipation of Differentiability
278(25)
Industry Context
303(128)
The U.S. Telecommunications Industry: 1996-1999
303(15)
Slouching Toward Broadband
318(12)
The PC-Based Desktop Video-Conferencing Systems Industry in 1998
330(18)
SAP America
348(14)
Crossing the Chasm---and Beyond
362(6)
Competing Technologies: An Overview
368(10)
Digital Distribution and the Music Industry in 2001
378(20)
Finding the Balance: Intellectual Property in the Digital Age
398(12)
Note on New Drug Development in the United States
410(5)
Eli Lilly and Company: Drug Development Strategy
415(16)
Organizational Context
431(119)
Gunfire at Sea: A Case Study of Innovation
431(10)
Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
441(13)
Intel Corporation: The Dram Decision
454(24)
Strategic Dissonance
478(12)
Intel Corporation: Strategy for the 1990s
490(11)
Managing Innovation at Nypro, Inc.
501(10)
Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research
511(18)
Hewlett-Packard: The Flight of the Kittyhawk
529(12)
Meeting the Challenge of Disruptive Change
541(9)
Strategic Action
550(121)
Strategic Intent
550(12)
Strategy as Vector and the Inertia of Coevolutionary Lock-In
562(25)
Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course
587(5)
Charles Schwab & Co., Inc., in 1999
592(18)
Amazon.com: Evolution of the E-Tailer
610(19)
Display Technologies, Inc. (Abridged)
629(13)
Rambus Inc.
642(29)
PART THREE ENACTMENT OF TECHNOLOGY STRATEGY---DEVELOPING A FIRM'S INNOVATIVE CAPABILITIES
Internal and External Sources of Technology
671(110)
The Lab That Ran Away from Xerox
671(3)
Du Pont Kevlar® Aramid Industrial Fiber
674(8)
Transforming Invention into Innovation: The Conceptualization Stage
682(8)
Technology Markets, Technology Organization, and Appropriating the Returns from Research
690(18)
The Transfer of Technology from Research to Development
708(8)
Absorptive Capacity: A New Perspective on Learning and Innovation
716(16)
NEC: A New R&D Site in Princeton
732(13)
Cisco Systems, Inc.: Acquisition Integration for Manufacturing
745(17)
PlaceWare: Issues in Structuring a Xerox Technology Spinout
762(11)
Making Sense of Corporate Venture Capital
773(8)
Linking New Technology and Novel Customer Needs
781(88)
Innovation at 3M Corporation
781(13)
Note on Lead User Research
794(7)
What's the BIG Idea?
801(15)
Intel Corporation: The Hood River Project
816(22)
Discovery-Driven Planning
838(8)
Living on the Fault Line
846(23)
Internal Corporate Venturing
869(88)
Cultivating Capabilities to Innovate: Booz Allen & Hamilton
869(8)
Cisco Systems, Inc.: Implementing ERP
877(12)
R. R. Donnelley & Sons: The Digital Division
889(13)
3M Optical Systems: Managing Corporate Entrepreneurship
902(13)
Managing the Internal Corporate Venturing Process: Some Recommendations for Practice
915(10)
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
925(32)
PART FOUR ENACTMENT OF TECHNOLOGY STRATEGY---CREATING AND IMPLEMENTING A DEVELOPMENT STRATEGY
New Product Development
957(78)
Product Development at Dell Computer Corporation
957(13)
Communication Between Engineering and Production: A Critical Factor
970(7)
The New Product Learning Cycle
977(13)
Eli Lilly: The Evista Project
990(15)
Team New Zealand
1005(7)
Organizing and Leading ``Heavyweight'' Development Teams
1012(11)
The Power of Product Integrity
1023(12)
Building Competences/Capabilities Through New Product Development
1035(148)
Braun AG: The KF 40 Coffee Machine (Abridged)
1035(16)
Creating Project Plans to Focus Product Development
1051(11)
Improving the Product Development Process at Kirkham Instruments Corporation
1062(14)
We've Got Rhythm! Medtronic Corporation's Cardiac Pacemaker Business
1076(13)
The New Product Development Map
1089(9)
Accelerating the Design-Build-Test Cycle for Effective New Product Development
1098(12)
PART FIVE CONCLUSION: INNOVATION CHALLENGES IN ESTABLISHED FIRMS
Apple Computer, 1999
1110(17)
Intel Beyond 2003: Looking for Its Third Act
1127(35)
Building a Learning Organization
1162(12)
The Power of Strategic Integration
1174(9)
Index 1183


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