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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.
Steven C. Wheelwright is the President of Brigham Young University - Hawaii in Laie, Hawaii on the island of Oahu. Clayton M. Christensen is the Robert and Jane Cizik Professor of Business Administration at the Harvard Business School. Robert A. Burgelman is the Edmund W. Littlefield Professor of Management and Director of the Stanford Executive Program of the Stanford University Graduate School of Business.
Table of Contents
|Integrating Technology and Strategy: A General Management Perspective|
|Technological Innovation||p. 13|
|Technological Innovation and Strategy||p. 78|
|Design and Implementation of Technology Strategy: An Evolutionary Perspective|
|Technological Evolution||p. 253|
|Industry Context||p. 388|
|Organizational Context||p. 486|
|Strategic Action||p. 577|
|Enactment of Technology Strategy-Developing a Firm's Innovative Capabilities|
|Internal and External Sources of Technology||p. 719|
|Linking New Technology and Novel Customer Needs||p. 799|
|Internal Corporate Venturing||p. 878|
|Enactment of Technology Strategy-Creating and Implementing a Development Strategy|
|New Product Development||p. 1007|
|Building Competence/Capabilities Through New Product Development||p. 1077|
|Conclusion: Innovation Challenges in Established Firms|
|Table of Contents provided by Blackwell. All Rights Reserved.|