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 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 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 14 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course READING II-16 Let Chaos Reign, Then Rein in Chaos-Repeatedly Robert A. Burgelman and Andrew S. Grove CASE II-15 Charles Schwab & Co., Inc., in 1999 Margot Sutherland and Kelly DuBois CASE II-16 Charles Schwab in 2007 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-3 Transforming Invention into Innovation: The Conceptualization Stage Robert A. Burgelman and Leonard R. Sayles READING III-4 The Transfer of Technology from Research to Development H. Cohen, S. Keller, and D. Streeter READING III-5 Adsorptive 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-6 Making Sense of Corporate Venture Capital Henry W. Chesbrough Linking New Technology and Novel Customer Needs READING III-7 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-8 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-9 Misleading Methods of Financial Analysis Clayton M. Christensen, Stephen P. Kaufman, & Willy Shih READING III-10 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-10 At 3am, A Struggle Between Efficiency and Creativity Brian Hindo READING III-11 Managing the Internal Corporate Venturing Process: Some Recommendations for Practice Robert A. Burgelman READING III-12 Managing Internal Corporate Venturing Cycles Robert A. Burgelman and Liisa Valikangas READING III-13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change Michael L. Tushman and Charles A. O'Reilly III 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 Who wrote this? READING IV-2 The New Product Learning Cycle 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 Steven C. Wheelwright and Kim B. Clark 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. Garvi n 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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