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Tables of Contents for Strategic Management of Technology and Innovation
Chapter/Section Title
Page #
Page Count
PART ONE INTEGRATING TECHNOLOGY AND STRATEGY: A GENERAL MANAGEMENT PERSPECTIVE
Technological Innovation
13
54
Elio Engineering, Inc.
13
19
Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy
32
17
Advent Corporation
49
13
How to Put Technology into Corporate Planning
62
5
Technological Innovation and Strategy
67
90
Electronic Arts in 1995
67
16
Electronic Arts in 2002
83
19
The Core Competence of the Corporation
102
11
What Is Strategy?
113
17
The Art of High-Technology Management
130
27
PART TWO DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY: AN EVOLUTIONARY PERSPECTIVE
Technological Evolution
157
146
Asymetric Digital Subscriber Line: Prospects in 1997
157
15
Management Criteria for Effective Innovation
172
7
The Optical Components Industry: A Perspective
179
10
CIENA Corporation
189
13
Patterns of Industrial Innovation
202
6
Exploring the Limits of the Technology S-Curve. Part I: Component Technologies
208
19
Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies
227
6
Hewlett-Packard's Merced Decision
233
12
Customer Power, Strategic Investment, and the Failure of Leading Firms
245
20
Making SMaL Big: SMaL Camera Technologies
265
13
Disruption, Disintegration and the Dissipation of Differentiability
278
25
Industry Context
303
128
The U.S. Telecommunications Industry: 1996-1999
303
15
Slouching Toward Broadband
318
12
The PC-Based Desktop Video-Conferencing Systems Industry in 1998
330
18
SAP America
348
14
Crossing the Chasm---and Beyond
362
6
Competing Technologies: An Overview
368
10
Digital Distribution and the Music Industry in 2001
378
20
Finding the Balance: Intellectual Property in the Digital Age
398
12
Note on New Drug Development in the United States
410
5
Eli Lilly and Company: Drug Development Strategy
415
16
Organizational Context
431
119
Gunfire at Sea: A Case Study of Innovation
431
10
Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms
441
13
Intel Corporation: The Dram Decision
454
24
Strategic Dissonance
478
12
Intel Corporation: Strategy for the 1990s
490
11
Managing Innovation at Nypro, Inc.
501
10
Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research
511
18
Hewlett-Packard: The Flight of the Kittyhawk
529
12
Meeting the Challenge of Disruptive Change
541
9
Strategic Action
550
121
Strategic Intent
550
12
Strategy as Vector and the Inertia of Coevolutionary Lock-In
562
25
Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course
587
5
Charles Schwab & Co., Inc., in 1999
592
18
Amazon.com: Evolution of the E-Tailer
610
19
Display Technologies, Inc. (Abridged)
629
13
Rambus Inc.
642
29
PART THREE ENACTMENT OF TECHNOLOGY STRATEGY---DEVELOPING A FIRM'S INNOVATIVE CAPABILITIES
Internal and External Sources of Technology
671
110
The Lab That Ran Away from Xerox
671
3
Du Pont Kevlar® Aramid Industrial Fiber
674
8
Transforming Invention into Innovation: The Conceptualization Stage
682
8
Technology Markets, Technology Organization, and Appropriating the Returns from Research
690
18
The Transfer of Technology from Research to Development
708
8
Absorptive Capacity: A New Perspective on Learning and Innovation
716
16
NEC: A New R&D Site in Princeton
732
13
Cisco Systems, Inc.: Acquisition Integration for Manufacturing
745
17
PlaceWare: Issues in Structuring a Xerox Technology Spinout
762
11
Making Sense of Corporate Venture Capital
773
8
Linking New Technology and Novel Customer Needs
781
88
Innovation at 3M Corporation
781
13
Note on Lead User Research
794
7
What's the BIG Idea?
801
15
Intel Corporation: The Hood River Project
816
22
Discovery-Driven Planning
838
8
Living on the Fault Line
846
23
Internal Corporate Venturing
869
88
Cultivating Capabilities to Innovate: Booz Allen & Hamilton
869
8
Cisco Systems, Inc.: Implementing ERP
877
12
R. R. Donnelley & Sons: The Digital Division
889
13
3M Optical Systems: Managing Corporate Entrepreneurship
902
13
Managing the Internal Corporate Venturing Process: Some Recommendations for Practice
915
10
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
925
32
PART FOUR ENACTMENT OF TECHNOLOGY STRATEGY---CREATING AND IMPLEMENTING A DEVELOPMENT STRATEGY
New Product Development
957
78
Product Development at Dell Computer Corporation
957
13
Communication Between Engineering and Production: A Critical Factor
970
7
The New Product Learning Cycle
977
13
Eli Lilly: The Evista Project
990
15
Team New Zealand
1005
7
Organizing and Leading ``Heavyweight'' Development Teams
1012
11
The Power of Product Integrity
1023
12
Building Competences/Capabilities Through New Product Development
1035
148
Braun AG: The KF 40 Coffee Machine (Abridged)
1035
16
Creating Project Plans to Focus Product Development
1051
11
Improving the Product Development Process at Kirkham Instruments Corporation
1062
14
We've Got Rhythm! Medtronic Corporation's Cardiac Pacemaker Business
1076
13
The New Product Development Map
1089
9
Accelerating the Design-Build-Test Cycle for Effective New Product Development
1098
12
PART FIVE CONCLUSION: INNOVATION CHALLENGES IN ESTABLISHED FIRMS
Apple Computer, 1999
1110
17
Intel Beyond 2003: Looking for Its Third Act
1127
35
Building a Learning Organization
1162
12
The Power of Strategic Integration
1174
9
Index
1183