Strategic management of technology and innovation

Integrating Technology and Strategy: A General Management PerspectiveTechnological InnovationCASE I-1 Elio Engineering, Inc.Hari Sankara and Harald WinkmannREADING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public PolicyDavid J. TeeceCASE I-2 Advent CorporationR.S. RosenbloomREADING I-2 How to Put Technology into Corporate PlanningAlan R. FusfeldREADING I-3 The Core Competence of the CorporationC.K. Prahalad and Gary HamelTechnological Innovation and StrategyCASE I-3 Pixim (A)Cara McVie and Robert A. BurgelmanREADING I-4 Management Criteria for Effective InnovationCASE I-4 Matrix semiconductor (A)Lyn Denend and Robert A. BurgelmanCase I-5 StubHub (A)Adam Block and Robert A. BurgelmanREADING I-5 Defining the Minimum Winning Game in Hi-Tech VenturesRobert A. Burgelman and Robert E. SiegelREADING I-6 Assessing Your Organization’s Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. KaufmanCASE I-6 Electronic Arts in 1995C.C. OliverCASE I-7 Electronic Arts in 2002Frederic DescampsCASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. BurgelmanREADING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. HayesPart TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological EvolutionREADING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. UtterbackREADING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. ChristensenREADING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. ChristensenCASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. BurgelmanCASE II-2 MySQL Open Source Database in 2006Christof Wittig and Robert A. BurgelmanREADING II-4 How Can We Beat our Most Powerful Competitors?Clayton M. ChristensenREADING II-5 Customer Power, Strategic Investment, and the Failure of Leading FirmsClayton M. Christensen and Joseph L. BowerCASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. AnthonyREADING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George WestermanIndustry ContextCASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric MartiCASE II-5 Slouching Toward Broadband – Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. MezaCASE II-6 SAP AmericaArtemis MarchREADING II-7 Crossing the Chasm—and BeyondGeoffrey A. MooreREADING II-8 Competing Technologies: An OverviewW. Brian ArthurCASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. MezaREADING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. BurgelmanREADING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok NimgadeCASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul PospisilOrganizational ContextREADING II-11 Gunfire at Sea: A Case Study of InnovationElting E. MorisonREADING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. ClarkCASE II-9Hewlett-Packard: The Flight of the KittyhawkCASE II-10 Intel Corporation: The DRAM DecisionGeorge W. Cogan and Robert A. BurgelmanREADING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field ResearchREADING II-14 Strategic DissonanceRobert A. Burgelman and Andrew S. GroveStrategic ActionREADING II-15 Strategic IntentGary Hamel and C.K. PrahaladCASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology ConsultingAneesha Capur and Robert A. BurgelmanCASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse CoursePaul CarrollCASE II-13 Intel Corporation: Strategy for the 1990sGeorge W. Cogan and Robert A. BurgelmanCase 14 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse CourseREADING II-16 Let Chaos Reign, Then Rein in Chaos-RepeatedlyRobert A. Burgelman and Andrew S. GroveCASE II-15 Charles Schwab & Co., Inc., in 1999Margot Sutherland and Kelly DuBoisCASE II-16 Charles Schwab in 2007Robert A. Burgelman and Philip E. MezaCASE II-17 HP and Compaq Combined: In Search of Scale and ScopeRobert A. Burgelman and Philip E. MezaREADING II-17 Managing the Strategic Dynamics of Acquisition IntegrationRobert A. Burgelman and Webb McKinneyPart ThreeEnactment of Technology Strategy-Developing a Firm's Innovative CapabilitiesInternal and External Sources of TechnologyREADING III-1 Capturing the Returns From ResearchClayton M. Christensen, Christopher Musso, and Scott AnthonyREADING III-2 The Lab That Ran Away from XeroxBro UttalREADING III-3 Perfecting Cross-PollinationLee FlemingREADING III-3 Transforming Invention into Innovation: The Conceptualization StageRobert A. Burgelman and Leonard R. SaylesREADING III-4 The Transfer of Technology from Research to DevelopmentH. Cohen, S. Keller, and D. StreeterREADING III-5 Adsorptive Capacity: A New Perspective on Learning and InnovationWesley M. Cohen and Daniel A. LevinthalCASE III-1 NEC: A New R&D Site in PrincetonWalter Kuemmerle and Kiichiro KobayashiCASE III-2 Cisco Systems, Inc.: Acquisition Integration for ManufacturingNicole Tempest and Christian G. KasperREADING III-6 Making Sense of Corporate Venture CapitalHenry W. ChesbroughLinking New Technology and Novel Customer NeedsREADING III-7 Note on Lead User ResearchStefan Thomke and Ashok NimgadeCASE III-3 What’s the BIG Idea?Clayton M. Christensen and Scott D. AnthonyREADING III-8 Eager Sellers and Stony BuyersJohn T. GourvilleCASE III-4 GolfLogix: Measuring the Game of GolfJohn T. Gourville and Jerry N. ConoverREADING III-9 Misleading Methods of Financial AnalysisClayton M. Christensen, Stephen P. Kaufman, & Willy ShihREADING III-10 Living on the Fault LineGeoffery MooreInternal Corporate VenturingCASE III-5 Pitney Bowes Inc.Clayton M. Christensen and Howard YuCASE III-6 Cisco Systems, Inc.: Implementing ERPMark CotteleerCASE III-7 R.R. Donnelley & Sons: The Digital DivisionArtemis MarchCASE III-8 Intel Corporation: The Hood River ProjectRaymond S. BamfordCASE III-9 3M Optical Systems: Managing Corporate EntrepreneurshipChristopher A. Bartlett and Afroze MohammedREADING III-10 At 3am, A Struggle Between Efficiency and CreativityBrian HindoREADING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for PracticeRobert A. BurgelmanREADING III-12 Managing Internal Corporate Venturing CyclesRobert A. Burgelman and Liisa VälikangasREADING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary ChangeMichael L. Tushman and Charles A. O’Reilly III Enactment of Technology Strategy-Creating and implementing a Development Strategy New Product DevelopmentREADING IV-1 Communication Between Engineering and Production: A Critical FactorH.E. RiggsCASE IV-1 Vitreon Corporation: The Hyalite ProjectWho wrote this?READING IV-2 The New Product Learning CycleM.A. Maidique and B.J. ZirgerCASE IV-2 Eli Lilly: The Evista ProjectMatthew C. VerlindenREADING IV-3 Organizing and Leading “Heavyweight” Development TeamsKim B. Clark and Steven C. WheelwrightREADING IV-4 Finding the Right Job for Your ProductClayton M. Christensen and Scott AnthonyBuilding Competence/ Capabilities Through New Product DevelopmentCASE IV-3 The ITC eChoupal InitiativeDavid M. Upton and Virginia A. FullerREADING IV-5 Creating Project Plans to Focus Product DevelopmentSteven C. Wheelwright and Kim B. ClarkCASE IV-4 Genentech—Capacity PlanningDaniel C. Snow, Steven C. Wheelwright, and Alison Berkley WagonfeldREADING IV-6 The New Product Development MapSteven C. Wheelwright and W. Earl Sasser, Jr.READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product DevelopmentSteven C. Wheelwright and Kim B. ClarkConclusion: Innovation Challenges in Established FirmsCASE V-1 Intel Centrino in 2007: A New “Platform” Strategy for GrowthRobert A. Burgelman and Philip E. MezaCASE V-2 SAP AG in 2006: Driving Corporate TransformationThomas R. Federico and Robert A. BurgelmanREADING V-1 Building a Learning OrganizationDavid A. GarvinREADING V-2 The Power of Strategic IntegrationRobert A. Burgelman and Yves L. DozCASE V-3 Nike’s Global Women’s Fitness Business: Driving Strategic IntegrationLyn Denend and Robert A. Burgelman