Strategic Management of Technological Innovation.

Cover -- Title Page -- Copyright Page -- About the Author -- Preface -- Connect Page -- Acknowledgments -- Briefs Contents -- Contents -- Chapter 1 Introduction -- The Importance of Technological Innovation -- The Impact of Technological Innovation on Society -- Innovation by Industry: The Importance of Strategy -- The Innovation Funnel -- Research Brief: How Long Does New Product Development Take? -- The Strategic Management of Technological Innovation -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- PART ONE INDUSTRY DYNAMICS OF TECHNOLOGICAL INNOVATION -- Chapter 2 Sources of Innovation -- The Rise of Cultured Meata -- Overview -- Creativity -- Individual Creativity -- Organizational Creativity -- Theory in Action: Inspiring Innovation at Google -- Translating Creativity Into Innovation -- Theory in Action: What Breakthrough Innovators Have in Common -- The Inventor -- Innovation by Users -- Research and Development by Firms -- Firm Linkages with Customers, Suppliers, Competitors, and Complementors -- Universities and Government-Funded Research -- Private Nonprofit Organizations -- Innovation in Collaborative Networks -- Technology Clusters -- Research Brief: Do Grand Innovation Prizes Work? -- Technological Spillovers -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 3 Types and Patterns of Innovation -- Innovating in India: The chotuKool Project -- Overview -- Types of Innovation -- Product Innovation versus Process Innovation -- Radical Innovation versus Incremental Innovation -- Competence-Enhancing Innovation versus Competence-Destroying Innovation -- Architectural Innovation versus Component Innovation -- Using the Dimensions -- Technology S-Curves -- S-Curves in Technological Improvement -- S-Curves in Technology Diffusion.

S-Curves as a Prescriptive Tool -- Limitations of S-Curve Model as a Prescriptive Tool -- Technology Cycles -- Research Brief: The Diffusion of Innovation and Adopter Categories -- Theory in Action: Segment Zero"-A Serious Threat to Microsoft? -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 4 Standards Battles, Modularity, and Platform Competition -- Netflix and the Battle of the Streaming Services -- Overview -- Why Dominant Designs Are Selected -- Learning Effects -- Network Externalities -- Government Regulation -- Theory in Action: The Rise of Microsoft -- The Result: Winner-Take-All Markets -- Multiple Dimensions of Value -- A Technology's Stand-Alone Value -- Network Externality Value -- Competing for Design Dominance in Markets with Network Externalities -- Theory in Action: Are Winner-Take-All Markets Good for Consumers? -- Modularity and Platform Competition -- Modularity -- Platform Ecosystems -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 5 Timing of Entry -- Failure to Launch at Uber Elevate -- Overview -- First-Mover Advantages -- Brand Loyalty and Technological Leadership -- Preemption of Scarce Assets -- Exploiting Buyer Switching Costs -- Reaping Increasing Returns Advantages -- First-Mover Disadvantages -- Research and Development Expenses -- Undeveloped Supply and Distribution Channels -- Immature Enabling Technologies and Complements -- Uncertainty of Customer Requirements -- Factors Influencing Optimal Timing of Entry -- Research Brief: Whether and When to Enter? -- Strategies to Improve Timing Options -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- PART TWO FORMULATING TECHNOLOGICAL INNOVATION STRATEGY -- Chapter 6 Defining the Organization's Strategic Direction -- Tesla in 2021.

Overview -- Assessing the Firm's Current Position -- External Analysis -- Internal Analysis -- Research Brief: Using Big Data to Guide Innovation -- Identifying Core Competencies and Dynamic Capabilities -- Core Competencies -- The Risk of Core Rigidities -- Dynamic Capabilities -- Strategic Intent -- Research Brief: Blue Ocean Strategy -- Theory in Action: The Balanced Scorecard -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 7 Choosing Innovation Projects -- Where Should We Focus Our Innovation Efforts? An Exercise -- Overview -- The Development Budget -- Theory in Action: Financing New Technology Ventures -- Quantitative Methods for Choosing Projects -- Discounted Cash Flow Methods -- Real Options -- Disadvantages of Quantitative Methods -- Qualitative Methods for Choosing Projects -- Screening Questions -- The R&amp -- D Portfolio -- Q-Sort -- Combining Quantitative and Qualitative Information -- Conjoint Analysis -- Theory in Action: Courtyard by Marriott -- Data Envelopment Analysis -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 8 Collaboration Strategies -- Zeta Energy and "The Holy Grail" of Batteries -- Overview -- Reasons for Going Solo -- 1. Availability of Capabilities -- 2. Protecting Proprietary Technologies -- 3. Controlling Technology Development and Use -- 4. Building and Renewing Capabilities -- Advantages of Collaborating -- 1. Acquiring Capabilities and Resources Quickly -- 2. Increasing Flexibility -- 3. Learning from Partners -- 4. Resource and Risk Pooling -- 5. Building a Coalition around a Shared Standard -- Types of Collaborative Arrangements -- Strategic Alliances -- Joint Ventures -- Licensing -- Outsourcing -- Collective Research Organizations -- Choosing a Mode of Collaboration -- Choosing and Monitoring Partners.

Partner Selection -- Research Brief: Strategic Positions in Collaborative Networks -- Partner Monitoring and Governance -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 9 Protecting Innovation -- The Patent Battle Over CRISPR-Cas9 Gene Editing -- Overview -- Appropriability -- Patents, Trademarks, and Copyrights -- Patents -- Trademarks and Service Marks -- Copyright -- Trade Secrets -- The Effectiveness and Use of Protection Mechanisms -- Wholly Proprietary Systems versus Wholly Open Systems -- Theory in Action: IBM and the Attack of the Clones -- Advantages of Protection -- Advantages of Diffusion -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- PART THREE IMPLEMENTING TECHNOLOGICAL INNOVATION STRATEGY -- Chapter 10 Organizing for Innovation -- How Apple Organizes for Innovation -- Overview -- Size and Structural Dimensions of the Firm -- Size: Is Bigger Better? -- Structural Dimensions of the Firm -- Centralization -- Formalization and Standardization -- Mechanistic versus Organic Structures -- Theory in Action: Shifting Structures at 3M -- Size versus Structure -- The Ambidextrous Organization: The Best of Both Worlds? -- Modularity and "Loosely Coupled" Organizations -- Modular Products -- Loosely Coupled Organizational Structures -- Theory in Action: The Loosely Coupled Production of Boeing's 787 Dreamliner -- Using Culture and Norms to Foster Innovation -- Managing Innovation Across Borders -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 11 Managing the New Product Development Process -- Scrums, Sprints, and Burnouts: Agile Development at Cisco Systems -- Overview -- Objectives of the New Product Development Process -- Maximizing Fit with Customer Requirements -- Minimizing Development Cycle Time.

Controlling Development Costs -- Sequential Versus Partly Parallel Development Processes -- Theory in Action: The Development of Zantac -- Project Champions -- Risks of Championing -- Research Brief: Five Myths about Product Champions -- Involving Customers and Suppliers in the Development Process -- Involving Customers -- Theory in Action: The Lead User Method of Product Concept Development -- Involving Suppliers -- Crowdsourcing -- Tools for Improving the New Product Development Process -- Stage-Gate Processes -- Quality Function Deployment (QFD)-The House of Quality -- Design for Manufacturing -- Failure Modes and Effects Analysis -- Computer-Aided Design/Computer-Aided Engineering/Computer-Aided Manufacturing -- Theory in Action: Computer-Aided Design of an America's Cup Yacht -- Theory in Action: Postmortems at Microsoft -- Tools for Measuring New Product Development Performance -- New Product Development Process Metrics -- Overall Innovation Performance -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 12 Managing New Product Development Teams -- Magna International's Carbon Fiber "Lightweighting" Project -- Overview -- Constructing New Product Development Teams -- Team Size -- Team Composition -- Research Brief: Why Brainstorming Teams Kill Breakthrough Ideas -- The Structure of New Product Development Teams -- Functional Teams -- Lightweight Teams -- Heavyweight Teams -- Autonomous Teams -- The Management of New Product Development Teams -- Team Leadership -- Team Administration -- Managing Virtual Teams -- Research Brief: Virtual International R&amp -- D Teams -- Summary of Chapter -- Discussion Questions -- Suggested Further Reading -- Endnotes -- Chapter 13 Crafting a Deployment Strategy -- Deployment Tactics in the Global Video Game Industry -- Overview -- Launch Timing.

Strategic Launch Timing.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.