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