Strategic Management of Technology and Innovation

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 Based on reviewer response to a survey, the authors have updated many of the cases and instructors found outdated or lacking.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.

KEY FEATURES

• Best, most current collection of cases and readings on this important topic. This simplifies the task of a faculty member putting together a course and having timely, relevant, and engaging materials.
• The text includes a number of new topics, including e-commerce, disruptive technologies, and new product development.
• The authors have built upon the breadth and comprehensive coverage of topics and cases. Instructors can pick and choose the combination of features that best meet their needs and interests of their students.

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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