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.
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.
Table of contents:
PART I INTRODUCTION: INTEGRATING TECHNOLOGY AND STRATEGY A GENERAL
MANAGEMENT PERSPECTIVE Technological Innovation Technological
Innovation and Strategy DESIGN AND IMPLEMENTATION OF TECHNOLOGY
STRATEGY: AN EVOLUTIONARY PERSPECTIVE Technological Evolution
Industry Context Organizational Context Strategic Action PART III
ENACTMENT OF TECHNOLOGY STRATEGY-DEVELOPING A FIRM’S INNOVATIVE
CAPABILITIES Internal and External Sources of Technology Internal
Corporate Venturing PART IV ENACTMENT OF TECHNOLOGY STRATEGY:
CREATING AND IMPLEMENTING A PRODUCT DEVELOPMENT STRATEGY New
Product Development Building Competences/Capabilities Through New
Product Development PART V Conclusion: Innovation Challenges in
Established Firms
Clayton M. Christensen ist Professor an der Harvard Business School. Prof. Dr. Kurt Matzler ist Inhaber des Lehrstuhls für Strategische Unternehmensführung und Leadership und wissenschaftlicher Leiter des Executive MBA-Programms an der Universität Innsbruck sowie Gründungsmitglied der European Academy of Management.
Inhaltsangabe
PART I INTRODUCTION: INTEGRATING TECHNOLOGY AND STRATEGY A GENERAL MANAGEMENT PERSPECTIVE Technological Innovation Technological Innovation and Strategy DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY: AN EVOLUTIONARY PERSPECTIVE Technological Evolution Industry Context Organizational Context Strategic Action PART III ENACTMENT OF TECHNOLOGY STRATEGY-DEVELOPING A FIRMS INNOVATIVE CAPABILITIES Internal and External Sources of Technology Internal Corporate Venturing PART IV ENACTMENT OF TECHNOLOGY STRATEGY: CREATING AND IMPLEMENTING A PRODUCT DEVELOPMENT STRATEGY New Product Development Building Competences/Capabilities Through New Product Development PART V Conclusion: Innovation Challenges in Established Firms
