CONTENTS
PART 1 : 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 Policy 32
CASE I-2
Advent Corporation 49
READING I-2
How to Put Technology into Corporate Planning 62
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 Corporation 102
READING 1-4
What Is Strategy? 113
READING 1-5
The Art of High-Technology Management 130
PART 2 : DESIGN AND IMPLEMENTATION OF TECHNOLOGY STRATEGY : AN EVOLUTIONARY PERSPECTIVE
TECHNOLOGICAL EVOLUTION 157
CASE II-1
Asymetric Digital Subscriber Line : Prospects in 1997 157
READING II-1
Management Criteria for Effective Innovation 172
CASE II-2
The Optical Components Industry : A Perspective 179
CASE II-3
CIENA Corporation 189
READING II-2
Patterns of Industrial Innovation 202
READING II-3
Exploring the Limits of the Technology S-Curve. Part I : Component Technologies 208
READING II-3
Exploring the Limits of the Technology S-Curve. Part II : Architectural Technologies 227
CASE II-4
Hewlett-Packard's Merced Decision 233
READING II-4
Customer Power, Strategic Investment, and the Failure of Leading Firms 245
CASE II-5
Making SMaL Big : SMaL Camera Technologies 265
READING II-5
Disruption, Disintegration and the Dissipation of Differentiability 278
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 1998 330
CASE II-9
SAP America 348
READING II-6
Crossing the Chasm-and Beyond 362
READING II-7
Competing Technologies : An Overview 368
CASE 11-10
Digital Distribution and the Music Industry in 2001 378
READING II-8
Finding the Balance : Intellectual Property in the Digital Age 398
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 Firms 441
CASE II-12
Intel Corporation : The DRAM Decision 454
READING II-12
Strategic Dissonance 478
CASE II-13
Intel Corporation : Strategy for the 1990s 490
CASE II-14
Managing Innovation at Nypro, Inc. 501
READING II-13
Intraorganizational Ecology of Strategy Making and Organizational Adaptation : Theory and Field Research 511
CASE II-15
Hewlett-Packard : The Flight of the Kittyhawk 529
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-In 562
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 3 : ENACTMENT OF TECHNOLOGY STRATEGY-DEVELOPING A FIRM'S INNOVATIVE
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 Fiber 674
READING III-2
Transforming Invention into Innovation : The Conceptualization Stage 682
READING III-3
Technology Markets, Technology Organization, and Appropriating the Returns from Research 690
READING III-4
The Transfer of Technology from Research to Development 708
READING III-5
Absorptive Capacity : A New Perspective on Learning and Innovation 716
CASE III-2
NEC: A New R&D Site in Princeton 732
CASE III-3
Cisco Systems, Inc. : Acquisition Integration for Manufacturing 745
CASE III-4
PlaceWare : Issues in Structuring a Xerox Technology Spinout 762
READING III-6
Making Sense of Corporate Venture Capital 773
LINKING NEW TECHNOLOGY AND NOVEL CUSTOMER NEEDS 781
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 Project 816
READING III-8
Discovery-Driven Planning 838
READING III-9
Living on the Fault Line 846
INTERNAL CORPORATE VENTURING 869
CASE III-8
Cultivating Capabilities to Innovate : Booz Alien & Hamilton 869
CASE III-9
Cisco Systems, Inc. : Implementing ERP 877
CASE III-10
R. R. Donnelley & Sons : The Digital Division 889
CASE III-11
3M Optical Systems : Managing Corporate Entrepreneurship 902
READING III-10
Managing the Internal Corporate Venturing Process : Some Recommendations for Practice 915
READING III-11
Ambidextrous Organizations : Managing Evolutionary and Revolutionary Change 925
PART 4 : 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 Project 990
CASE IV-3
Team New Zealand 1005
READING IV-3
Organizing and Leading "Heavyweight" Development Teams 1012
READING IV-4
The Power of Product Integrity 1023
BUILDING COMPETENCES/CAPABILITIES THROUGH NEW PRODUCT DEVELOPMENT 1035
CASE IV-4
Braun AG: The KF 40 Coffee Machine (Abridged) 1035
READING IV-5
Creating Project Plans to Focus Product Development 1051
CASE IV-5
Improving the Product Development Process at Kirkham Instruments Corporation 1062
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 5 : CONCLUSION: INNOVATION CHALLENGES IN ESTABLISHED FIRMS
CASE V-1
Apple Computer, 1999 1110
CASE V-2
Intel Beyond 2003 : Looking for its Third Act 1127
READING V-1
Building a Learning Organization 1162
READING V-2
The Power of Strategic Integration 1174
Index 1183