PART ONE
INTEGRATING TECHNOLOGY AND STRATEGY: A GENERAL MANAGEMENT
PERSPECTIVE
TECHNOLOGICAL INNOVATION 13
CASE I-1
Elio Engineering, Inc. 13
READING I-1
Profiting from Technological Innovation: Implications for Integration,
Collaboration,
Licensing, and Public Policy32
CASE I-2
Advent Corporation 49
READING I-2
How to Put Technology into Corporate Planning62
TECHNOLOGICAL INNOVATION AND STRATEGY 67
CASE I-3
Electronic Arts in 1995 67
CASE I-4
Electronic Arts in 2002 83
READING I-3
The Core Competence of the Corporation102
READING I-4
What Is Strategy? 113
READING I-5
The Art of High-Technology Management 130
PART TWO
DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY: AN
EVOLUTIONARY PERSPECTIVE
TECHNOLOGICAL EVOLUTION 157
CASE II-1
Asymetric Digital Subscriber Line: Prospects in 1997157
READING II-1
Management Criteria for Effective Innovation172
CASE II-2
The Optical Components Industry: A Perspective179
CASE II-3
CIENA Corporation 189
READING II-2
Patterns of Industrial Innovation202
READING II-3A
Exploring the Limits of the Technology S-Curve. Part I: Component
Technologies208
READING II-3B
Exploring the Limits of the Technology S-Curve. Part II: Architectural
Technologies227
CASE II-4
Hewlett-Packard?s Merced Decision 233
READING II-4
Customer Power, Strategic Investment, and the Failure of Leading Firms245
CASE II-5
Making SMaL Big: SMaL Camera Technologies 265
READING II-5
Disruption, Disintegration and the Dissipation of Differentiability278
INDUSTRY CONTEXT 303
CASE II-6
The U.S. Telecommunications Industry: 1996?1999 303
CASE II-7
Slouching Toward Broadband 318
CASE II-8
The PC-Based Desktop Video-Conferencing Systems Industry in 1998330
CASE II-9
SAP America 348
READING II-6
Crossing the Chasm?and Beyond 362
READING II-7
Competing Technologies: An Overview 368
CASE II-10
Digital Distribution and the Music Industry in 2001378
READING II-8
Finding the Balance: Intellectual Property in the Digital Age398
READING II-9
Note on New Drug Development in the United States 410
CASE II-11
Eli Lilly and Company: Drug Development Strategy 415
ORGANIZATIONAL CONTEXT 431
READING II-10
Gunfire at Sea: A Case Study of Innovation 431
READING II-11
Architectural Innovation: The Reconfiguration of Existing Product Technologies
and the
Failure of Established Firms441
CASE II-12
Intel Corporation: The DRAM Decision 454
READING II-12
Strategic Dissonance478
CASE II-13
Intel Corporation: Strategy for the 1990s490
CASE II-14
Managing Innovation at Nypro, Inc. 501
READING II-13
Intraorganizational Ecology of Strategy Making and Organizational Adaptation:
Theory
and Field Research511
CASE II-15
Hewlett-Packard: The Flight of the Kittyhawk529
READING II-14
Meeting the Challenge of Disruptive Change 541
STRATEGIC ACTION 550
READING II-15
Strategic Intent 550
READING II-16
Strategy as Vector and the Inertia of Coevolutionary Lock-In562
CASE II-16
Inside Microsoft: The Untold Story of How the Internet Forced Bill
Gates to Reverse Course 587
CASE II-17
Charles Schwab & Co., Inc., in 1999 592
CASE II-18
Amazon.com: Evolution of the E-Tailer 610
CASE II-19
Display Technologies, Inc. (Abridged) 629
CASE II-20
Rambus Inc. 642
PART THREE
ENACTMENT OF TECHNOLOGY STRATEGY?DEVELOPING A FIRM?S
INNOVATIVE CAPABILITIES
INTERNAL AND EXTERNAL SOURCES OF TECHNOLOGY 671
READING III-1
The Lab That Ran Away from Xerox 671
CASE III-1
Du Pont Kevlar? Aramid Industrial Fiber674
READING III-2
Transforming Invention into Innovation: The Conceptualization Stage682
READING III-3
Technology Markets, Technology Organization, and Appropriating the Returns from
Research690
READING III-4
The Transfer of Technology from Research to Development 708
READING III-5
Absorptive Capacity: A New Perspective on Learning and Innovation716
CASE III-2
NEC: A New R&D Site in Princeton 732
CASE III-3
Cisco Systems, Inc.: Acquisition Integration for Manufacturing745
CASE III-4
PlaceWare: Issues in Structuring a Xerox Technology Spinout762
READING III-6
Making Sense of Corporate Venture Capital 773
linking new technology and novel customer needs781
CASE III-5
Innovation at 3M Corporation 781
READING III-7
Note on Lead User Research 794
CASE III-6
What?s the BIG Idea? 801
CASE III-7
Intel Corporation: The Hood River Project816
READING III-8
Discovery-Driven Planning838
READING III-9
Living on the Fault Line 846
INTERNAL CORPORATE VENTURING 869
CASE III-8
Cultivating Capabilities to Innovate: Booz Allen & Hamilton869
CASE III-9
Cisco Systems, Inc.: Implementing ERP 877
CASE III-10
R. R. Donnelley & Sons: The Digital Division889
CASE III-11
3M Optical Systems: Managing Corporate Entrepreneurship 902
READING III-10
Managing the Internal Corporate Venturing Process: Some Recommendations for
Practice915
READING III-11
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
925
PART FOUR
ENACTMENT OF TECHNOLOGY STRATEGY?CREATING AND
IMPLEMENTING A DEVELOPMENT STRATEGY
NEW PRODUCT DEVELOPMENT 957
CASE IV-1
Product Development at Dell Computer Corporation 957
READING IV-1
Communication Between Engineering and Production: A Critical Factor 970
READING IV-2
The New Product Learning Cycle 977
CASE IV-2
Eli Lilly: The Evista Project990
CASE IV-3
Team New Zealand 1005
READING IV-3
Organizing and Leading ?Heavyweight? Development Teams1012
READING IV-4
The Power of Product Integrity 1023
BUILDING COMPETENCES/CAPABILITIES THROUGH NEW PRODUCT
DEVELOPMENT1035
CASE IV-4
Braun AG: The KF 40 Coffee Machine (Abridged)1035
READING IV-5
Creating Project Plans to Focus Product Development1051
CASE IV-5
Improving the Product Development Process at Kirkham Instruments Corporation1062
CASE IV-6
We?ve Got Rhythm! Medtronic Corporation?s Cardiac Pacemaker Business 1076
READING IV-6
The New Product Development Map 1089
READING IV-7
Accelerating the Design-Build-Test Cycle for Effective New Product
Development1098
PART FIVE
CONCLUSION: INNOVATION CHALLENGES IN ESTABLISHED FIRMS
CASE V-1
Apple Computer, 1999 1110
CASE V-2
Intel Beyond 2003: Looking for Its Third Act1127
READING V-1
Building a Learning Organization1162
READING V-2
The Power of Strategic Integration1174
Index 1183
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