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The 5th Edition of Strategic Management of Technology and Innovation by Burgelman, Christensen, and Wheelwright continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on these critical business challenges. Strategic Management of Technology and Innovation takes the perspective of the general manager at the product line, business unit, and corporate levels. The book not only examines each of these levels in some detail, but also addresses the interaction between the different levels of general management - for example, the fit between product strategy and business unit strategy, and the link between business and corporate level technology strategy. Each part of the book starts with an introductory chapter laying out an overall framework and offering a brief discussion of key tools and findings from existing literature. The remainder of each part offers a selected handful of seminar readings and case studies. Almost all of the cases deal with recent events and situations, including several that are concerned with the impact of the Internet. A few "classics" have been retained, however, because they capture a timeless issue or problem in such a definitive way that the historical date of their writing is irrelevant.

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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