Strategic Management of Technology and Innovation

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  • Edition: 3rd
  • Format: Hardcover
  • Copyright: 2000-07-01
  • Publisher: McGraw-Hill College
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Burgelman, Maidique, and Wheelwright have written the market leading text for a course in technology and innovation. This text covers the latest research by using a combination of text, readings, and cases. Based on reviewer response to a survey, the authors have updated many of the cases and instructors found outdated or lacking. As in the current edition, the book has a strong case foundation at Harvard and Stanford. Classic cases such as Claire McCloud have been kept, while newer cases such as Intel Corporation in 1999 have been added. There is also a strong set of readings from sources such as Harvard Business Review, California Management Review, and Sloan Management Review.

Author Biography

Modesto A. Maidique has been President of Florida International University (FIU) since 1986.

Table of Contents

I. Introduction: Integrating Technology and Strategy

Technology and Strategy: A General Management Perspective

A. Technology and the General Manager

Case I-1: Claire McCloud

Reading I-1: The Art of High-Technology Management

II. Design and Evolution of Technology Strategy

Design and Implementation of Technology Strategy: An Evolutionary Perspective

A. Distinctive Technological Competencies and Capabilities

Case II-1: Advent Corporation (C)

Reading II-1: How to Put Technology into Corporate Planning

Case II-2: Electronic Arts in 1995 A

Case II-3: Electronic Arts in 1999

Reading II-2: The Core Competence of the Corporation

B. Technological Evolution

Case II-4: Asymmetric Digital Subscriber Line: Prospects in 1997

Reading II-3: Management Criteria for Effective Innovation

Reading II-4a: Exploring the Limits of the Technology S-Curve. Parts I: Component Technologies

Reading II-4b: Exploring the Limits of the Technology S-Curve. Parts II: Architectural Technologies

Reading II-5: Patterns of Industrial Innovation

Case II-5: Charles Schwab & Co, Inc. in 1999

Case II-6: Display Technologies, Inc. (Abridged)

Reading II-6: Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy

C. Industry Context

Case II-7: The U.S. Telecommunications Industry (A): 1984-1996

Case II-8: The U.S. Telecommunications Industry (B): 1996-1999

Case II-9: The PC-Based Desktop Videoconferencing Systems Industry in 1998

Case II-10: SAP America

Reading II-7: Crossing the Chasm—and Beyond

Reading II-8: Predators and Prey: A New Ecology of Competition

Case II-11: Evolve Software, Inc

Reading II-9: Competing Technologies: An Overview

Reading II-10: Note on New Drug Development in the United States

Case II-12: Eli Lilly and Company: Drug Development Strategy (A)

D. Organizational Context

Reading II-11: Gunfire at Sea: A Case Study of Innovation

Case II-13: Intel Corporation (A): The DRAM Decision

Reading II-12: Strategic Dissonance

Case II-14: Intel Corporation (C): Strategy for the 1990s

Reading II-13: Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research

Case II-15: Hewlett-Packard: The Flight of the Kittyhawk

Case II-16: Hewlett Packard’s Merced Division

Reading II-14: Customer Power, Strategic Investment, and the Failure of Leading Firms

Reading II-15: Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms

E. Strategic Action

Case II-17: USA Networks (A)

Case II-18: BMW AG: The Digital Auto Project (A)

Case II-19: Innovation at 3M Corporation (A)

Reading II-16: Note on Lead User Research

Case II-20: Cisco Systems, Inc.: Implementing ERP

Case II-21: Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course

Reading II-17: Strategic Intent

III. Enactment of Technology Strategy - Developing the Firm’s Innovative Capabilities

Designing and Managing Systems for Corporate Innovation

A. Technology Sourcing

Case III-1: PlaceWare: Issues in Structuring a Xerox Technology Spinout

Reading III-1: The Lab that Ran Away from Xerox

Case III-2: Vermeer Technologies (C): Negotiating the Future

Case III-3: Vermeer Technologies (D): Making Transitions

Case III-4: Cisco Systems, Inc.: Acquisition Integration for Manufacturing (A)

Reading III-2: The Transfer of Technology from Research to Development

Reading III-3: Absorptive Capacity: A New Perspective on Learning and Innovation

Case III-5: NEC: A New R&D Site in Princeton

Reading III-4: Building Effective R&D Capabilities Abroad

Reading III-5: Collaborate with Your Competitors—and Win

B. Corporate Innovation

Case III-6: 3M Optical Systems: Managing Corporate Entrepreneurship

Case III-7: Intel Corporation: The Hood River Project (A)

Reading III-6: Managing the Internal Corporate Venturing Process

Case III-8: R. R. Donnelley & Sons: The Digital Division

Case III-9: Cultivating Capabilities to Innovate: Booz-Allen & Hamilton

Reading III-7: Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

IV. Enactment of Technology Strategy - Creating and Implementing a Development Strategy

Creating and Implementing a Development Strategy

A. New Product Development

Case IV-1: Product Development at Dell Computer Corporation

Reading IV-1: Communication Between Engineering and Production: A Critical Factor

Reading IV-2: The New Product Development Learning Cycle

Case IV-2: Eli Lilly: The Evista Project®

Case IV-3: Team New Zealand (A)

Reading IV-3: Organizing and Leading “Heavyweight” Teams

Reading IV-4: The Power of Product Integrity

B. Building Competencies/Capabilities through New Product Development

Case IV-4: Braun AG: The KF 40 Coffee Machine (Abridged)

Case IV-5: Becton Dickinson: Worldwide Blood Collection Team (Abridged)

Case IV-6: Guidant: Cardiac Rhythm Management Business (A)

Case IV-7: Guidant: Cardiac Rhythm Management Business (B)

Reading IV-5: Creating Project Plans to Focus Product Development

Reading IV-6: The New Product Development Map

Reading IV-7: Accelerating the Design-Build-Test Cycle for Effective Product Development

V. Conclusion: Innovation Challenges in Established Firms

Conclusion: Innovation Challenges in Established Firms

Case V-1: Apple Computer 1999

Case V-2: Intel Corporation in 1999

Reading V-1: Building a Learning Organization

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