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Strategic Management
of Technology and Innovation, 5/e
Robert A. Burgelman, Stanford University
Clayton M. Christensen, Harvard Business School
Steven C. Wheelwright, Harvard Bus. Sch. (Emeritus), Brigham Young Univ.
ISBN: 0073381543
Copyright year: 2009
Table of
Contents Part One (new content is italicized)
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 Policy
David J. Teece
CASE I-2 Advent Corporation
R.S. Rosenbloom
READING I-2 How to Put Technology into Corporate Planning
Alan R. Fusfeld
READING
I-3 The Core Competence of the Corporation
C.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 Ventures
Robert A. Burgelman and Robert E. Siegel
READING I-6 Assessing
Your Organization's Capabilities: Resources, Processes, & Priorities
Clayton M. Christensen & Stephen P. Kaufman
CASE I-6 Electronic Arts in 1995
C.C. Oliver
CASE I-7 Electronic Arts in 2002
Frederic Descamps
CASE I-8 Electronic Arts in 2005: The Next Generation of Convergence
Ryan Kiskis, Shoshanna Stussy
and Robert A. Burgelman
READING I-7 The Art of
High-Technology Management
M.A. Maidique and R.H. Hayes
Part Two
Design and Implementation of Technology
Strategy: An Evolutionary Perspective
Technological Evolution
READING II-1 Patterns
of Industrial Innovation
William J. Abernathy and James M. Utterback
READING II-2 Exploring
the Limits of the Technology S-Curve. Part I: Component Technologies
Clayton M. Christensen
READING II-3 Exploring
the Limits of the Technology S-Curve. Part II: Architectural Technologies (Abstract)
Clayton M. Christensen
CASE II-1 MySQL Open Source Database in 2004
Christof Wittig, Sami Inkinen, and Robert A.
Burgelman
CASE II-2 MySQL Open Source Database in 2006
Christof 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 Firms
Clayton M. Christensen and Joseph L. Bower
CASE II-3 Making SMaL Big: SMaL Camera Technologies
Clayton M. Christensen and Scott D. Anthony
READING II-6
Disruption, Disintegration and the Dissipation of Differentiability
Clayton M. Christensen, Matt Verlinden, and
George Westerman
Industry Context
CASE II-4 The U.S. Telecommunications Industry: 1996-1999
Eric Marti
CASE II-5 Slouching Toward Broadband – Revisited in 2005
Robert A. Burgelman, Les Vadasz,
and Philip E. Meza
CASE II-6 SAP America
Artemis March
READING II-7 Crossing
the Chasm—and Beyond
Geoffrey A. Moore
READING II-8 Competing
Technologies: An Overview
W. Brian Arthur
CASE II-7 Digital Creation and Distribution of Music: Revisited in
2005
Robert A. Burgelman, Les Vadasz,
and Philip E. Meza
READING II-9 Finding
the Balance: Intellectual Property in the Digital Age (Abstract)
Philip Meza and Robert A. Burgelman
READING II-10 Note on New Drug Development in the United States
Stefan Thomke and Ashok Nimgade
CASE II-8 Eli Lilly and Company: Drug Development Strategy
Stefan Thomke, Ashok Nimgade,
and Paul Pospisil
Organizational Context
READING II-11 Gunfire
at Sea: A Case Study of Innovation
Elting E. Morison
READING II-12 Architectural
Innovation: The Reconfiguration of Existing Product Technologies and the
Failure of Established Firms
Rebecca M. Henderson and Kim B. Clark
CASE II-9
Hewlett-Packard: The Flight of the Kittyhawk
CASE II-10 Intel Corporation: The DRAM Decision
George 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 Dissonance
Robert A. Burgelman and Andrew S. Grove
Strategic Action
READING II-15
Strategic Intent
Gary Hamel and C.K. Prahalad
CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of
Business and Information Technology Consulting
Aneesha Capur and Robert A. Burgelman
CASE II-12 Inside Microsoft: The Untold Story of How the Internet
Forced Bill Gates to reverse Course
Paul Carroll
CASE II-13 Intel Corporation: Strategy for the 1990s
George W. Cogan and Robert A. Burgelman
Case II-14 Charles Schwab & Co., Inc., in 1999
READING II-16 Let
Chaos Reign, Then Rein in Chaos-Repeatedly
Robert A. Burgelman and Andrew S. Grove
The Charles Schwab Corporation in 2007: Fixing and Redefining the Core
Business
Margot Sutherland and Kelly DuBois
HP and Compaq Combined: In search of Scale and Scope
Robert A. Burgelman and Philip E. Meza
CASE II-17 HP and Compaq Combined: In Search of Scale and Scope
Robert A. Burgelman and Philip E. Meza
READING II-17 Managing
the Strategic Dynamics of Acquisition Integration
Robert A. Burgelman and Webb McKinney
Part Three
Enactment of Technology Strategy-Developing a
Firm's Innovative Capabilities
Internal and External Sources of Technology
READING III-1
Capturing the Returns From Research
Clayton M. Christensen, Christopher Musso,
and Scott Anthony
READING III-2 The Lab
That Ran Away from Xerox
Bro Uttal
READING III-3
Perfecting Cross-Pollination
Lee Fleming
READING III-4 Transforming Invention into Innovation: The
Conceptualization Stage
Robert A. Burgelman and Leonard R. Sayles
READING III-5 The Transfer of Technology from Research to Development
H. Cohen, S. Keller, and D. Streeter
READING III-6
Absorptive Capacity: A New Perspective on Learning and Innovation
Wesley M. Cohen and Daniel A. Levinthal
CASE III-1 NEC: A New R&D Site in Princeton
Walter Kuemmerle and Kiichiro Kobayashi
CASE III-2 Cisco Systems, Inc.: Acquisition Integration for
Manufacturing
Nicole Tempest and Christian G. Kasper
READING III-7 Making
Sense of Corporate Venture Capital
Henry W. Chesbrough
Linking New Technology and Novel Customer Needs
READING III-8 Note on Lead User Research
Stefan Thomke and Ashok Nimgade
CASE III-3 What's the BIG Idea?
Clayton M. Christensen and Scott D. Anthony
READING III-9 Eager
Sellers and Stony Buyers
John T. Gourville
CASE III-4 GolfLogix: Measuring the Game of
Golf
John T. Gourville and Jerry N. Conover
READING III-10
Misleading Methods of Financial Analysis
Clayton M. Christensen, Stephen P. Kaufman, & Willy Shih
READING III-11 Living
on the Fault Line
Geoffery Moore
Internal Corporate Venturing
CASE III-5 Pitney Bowes Inc.
Clayton M. Christensen and Howard Yu
CASE III-6 Cisco Systems, Inc.: Implementing ERP
Mark Cotteleer
CASE III-7 R.R. Donnelley & Sons: The Digital Division
Artemis March
CASE III-8 Intel Corporation: The Hood River Project
Raymond S. Bamford
CASE III-9 3M Optical Systems: Managing Corporate Entrepreneurship
Christopher A. Bartlett and Afroze Mohammed
READING III-12 At 3am,
A Struggle Between Efficiency and Creativity
Brian Hindo
READING III-13
Managing the Internal Corporate Venturing Process: Some Recommendations for
Practice (Abstract)
Robert A. Burgelman
READING III-14
Managing Internal Corporate Venturing Cycles
Robert A. Burgelman and Liisa
Välikangas
READING III-15
Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
Michael L. Tushman and Charles A. O'Reilly
III
Part Four
Enactment of Technology Strategy-Creating and
implementing a Development Strategy
New Product Development
READING IV-1 Communication Between Engineering and Production: A
Critical Factor
H.E. Riggs
CASE IV-1 Vitreon Corporation: The Hyalite
Project
Roy Shapiro
READING IV-2 The New
Product Learning Cycle (Abstract)
M.A. Maidique and B.J. Zirger
CASE IV-2 Eli Lilly: The Evista Project
Matthew C. Verlinden
READING IV-3
Organizing and Leading “Heavyweight” Development Teams
Kim B. Clark and Steven C. Wheelwright
READING IV-4 Finding
the Right Job for Your Product
Clayton M. Christensen and Scott Anthony
Building Competence/ Capabilities Through New
Product Development
CASE IV-3 The ITC eChoupal Initiative
David M. Upton and Virginia A. Fuller
READING IV-5 Creating
Project Plans to Focus Product Development
Steven C. Wheelwright and Kim B. Clark
CASE IV-4 Genentech—Capacity Planning
Daniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld
READING IV-6 The New
Product Development Map
Steven C. Wheelwright and W. Earl Sasser, Jr.
READING IV-7
Accelerating the Design-Build-Test Cycle for Effective New Product
Development (Abstract)
Steven C. Wheelwright and Kim B. Clark
Part Five
Conclusion: Innovation Challenges in Established
Firms
CASE V-1 Intel Centrino in 2007: A New “Platform” Strategy for
Growth
Robert A. Burgelman and Philip E. Meza
CASE V-2 SAP AG in 2006: Driving Corporate Transformation
Thomas R. Federico and Robert A. Burgelman
READING V-1 Building a
Learning Organization
David A. Garvin
READING V-2 The Power
of Strategic Integration
Robert A. Burgelman and Yves L. Doz
CASE V-3 Nike's Global Women's Fitness Business: Driving Strategic
Integration
Lyn Denend and Robert
A. Burgelman
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