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…mehr
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.
Christensen, Clayton McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide.
Inhaltsangabe
'Integrating Technology and Strategy: A General Management Perspective Technological Innovation CASE I-1 Elio Engineering, Inc.Hari Sankara and Harald Winkmann READING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public PolicyDavid J. Teece CASE I-2 Advent CorporationR.S. Rosenbloom READING I-2 How to Put Technology into Corporate PlanningAlan R. Fusfeld READING I-3 The Core Competence of the CorporationC.K. Prahalad and Gary Hamel Technological Innovation and Strategy CASE I-3 Pixim (A)Cara McVie and Robert A. Burgelman READING I-4 Management Criteria for Effective Innovation CASE I-4 Matrix semiconductor (A)Lyn Denend and Robert A. Burgelman Case I-5 StubHub (A)Adam Block and Robert A. Burgelman READING I-5 Defining the Minimum Winning Game in Hi-Tech VenturesRobert A. Burgelman and Robert E. Siegel READING I-6 Assessing Your Organization's Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. Kaufman CASE I-6 Electronic Arts in 1995C.C. Oliver CASE I-7 Electronic Arts in 2002Frederic Descamps CASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. Burgelman READING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. Hayes Part TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological Evolution READING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. Utterback READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. Christensen READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. Christensen CASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. Burgelman CASE II-2 MySQL Open Source Database in 2006Christof Wittig and Robert A. Burgelman READING II-4 How Can We Beat our Most Powerful Competitors?Clayton M. Christensen READING II-5 Customer Power, Strategic Investment, and the Failure of Leading FirmsClayton M. Christensen and Joseph L. Bower CASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. Anthony READING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George Westerman Industry Context CASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric Marti CASE II-5 Slouching Toward Broadband - Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza CASE II-6 SAP AmericaArtemis March READING II-7 Crossing the Chasm-and BeyondGeoffrey A. Moore READING II-8 Competing Technologies: An OverviewW. Brian Arthur CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza READING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. Burgelman READING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok Nimgade CASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul Pospisil Organizational Context READING II-11 Gunfire at Sea: A Case Study of InnovationElting E. Morison READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. Clark CASE II-9Hewlett-Packard: The Flight of the Kittyhawk CASE II-10 Intel Corporation: The DRAM DecisionGeorge W. Cogan and Robert A. Burgelman READING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research READING II-14 Strategic DissonanceRobert A. Burgelman and Andrew S. Grove Strategic Action READING II-15 Strategic IntentGary Hamel and C.K. Prahalad CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and
'Integrating Technology and Strategy: A General Management Perspective Technological Innovation CASE I-1 Elio Engineering, Inc.Hari Sankara and Harald Winkmann READING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public PolicyDavid J. Teece CASE I-2 Advent CorporationR.S. Rosenbloom READING I-2 How to Put Technology into Corporate PlanningAlan R. Fusfeld READING I-3 The Core Competence of the CorporationC.K. Prahalad and Gary Hamel Technological Innovation and Strategy CASE I-3 Pixim (A)Cara McVie and Robert A. Burgelman READING I-4 Management Criteria for Effective Innovation CASE I-4 Matrix semiconductor (A)Lyn Denend and Robert A. Burgelman Case I-5 StubHub (A)Adam Block and Robert A. Burgelman READING I-5 Defining the Minimum Winning Game in Hi-Tech VenturesRobert A. Burgelman and Robert E. Siegel READING I-6 Assessing Your Organization's Capabilities: Resources, Processes, & PrioritiesClayton M. Christensen & Stephen P. Kaufman CASE I-6 Electronic Arts in 1995C.C. Oliver CASE I-7 Electronic Arts in 2002Frederic Descamps CASE I-8 Electronic Arts in 2005: The Next Generation of ConvergenceRyan Kiskis, Shoshanna Stussy and Robert A. Burgelman READING I-7 The Art of High-Technology ManagementM.A. Maidique and R.H. Hayes Part TwoDesign and Implementation of Technology Strategy: an Evolutionary PerspectiveTechnological Evolution READING II-1 Patterns of Industrial InnovationWilliam J. Abernathy and James M. Utterback READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component TechnologiesClayton M. Christensen READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural TechnologiesClayton M. Christensen CASE II-1 MySQL Open Source Database in 2004Christof Wittig, Sami Inkinen, and Robert A. Burgelman CASE II-2 MySQL Open Source Database in 2006Christof Wittig and Robert A. Burgelman READING II-4 How Can We Beat our Most Powerful Competitors?Clayton M. Christensen READING II-5 Customer Power, Strategic Investment, and the Failure of Leading FirmsClayton M. Christensen and Joseph L. Bower CASE II-3 Making SMaL Big: SMaL Camera TechnologiesClayton M. Christensen and Scott D. Anthony READING II-6 Disruption, Disintegration and the Dissipation of DifferentiabilityClayton M. Christensen, Matt Verlinden, and George Westerman Industry Context CASE II-4 The U.S. Telecommunications Industry: 1996-1999Eric Marti CASE II-5 Slouching Toward Broadband - Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza CASE II-6 SAP AmericaArtemis March READING II-7 Crossing the Chasm-and BeyondGeoffrey A. Moore READING II-8 Competing Technologies: An OverviewW. Brian Arthur CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005Robert A. Burgelman, Les Vadasz, and Philip E. Meza READING II-9 Finding the Balance: Intellectual Property in the Digital AgePhilip Meza and Robert A. Burgelman READING II-10 Note on New Drug Development in the United StatesStefan Thomke and Ashok Nimgade CASE II-8 Eli Lilly and Company: Drug Development StrategyStefan Thomke, Ashok Nimgade, and Paul Pospisil Organizational Context READING II-11 Gunfire at Sea: A Case Study of InnovationElting E. Morison READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established FirmsRebecca M. Henderson and Kim B. Clark CASE II-9Hewlett-Packard: The Flight of the Kittyhawk CASE II-10 Intel Corporation: The DRAM DecisionGeorge W. Cogan and Robert A. Burgelman READING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research READING II-14 Strategic DissonanceRobert A. Burgelman and Andrew S. Grove Strategic Action READING II-15 Strategic IntentGary Hamel and C.K. Prahalad CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and
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