PART I: INTRODUCTION: INTEGRATING TECHNOLOGY AND STRATEGY
A GENERAL MANAGEMENT PERSPECTIVE

A. Technological Innovation

Case I-1 Elio Engineering (A)

Reading I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy

Case I-2 Advent Corporation (C)

Reading I-2 How to Put Technology into Corporate Planning

B. Technological Innovation and Strategy

Case I-3 Electronic Arts in 1995 (A)

Case I-4 Electronic Arts in 2002

Reading I-3 The Core Competence of the Corporation

Reading I-4 What is Strategy?

Reading I-5 The Art of High-Technology Management

PART II: DESIGN AND EVOLUTION OF TECHNOLOGY STRATEGY
AN EVOLUTIONARY PERSPECTIVE

A. Technological Evolution

Case II-1 Asymmetrical Digital Subscriber Line: Prospects in 1997

Reading II-1 Management Criteria for Effective Innovation

Case II-2 The Optical Components Industry: A Perspective

Case II-3 Ciena Corporation in 2002

Reading II-2 Patterns of Industrial Evolution

Reading II-3A Exploring the Limits of the Technology S-Curve. Part I: Components Technologies

Reading II-3B Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies

Case II-4 Hewlett Packard's Merced Division

Reading II-4 Customer Power, Strategic Investment, and the Failure of Established Firms

Case II-5 Small Camera Technologies

Reading II-5 Disruption, Integration and the Dissipation of Differentiability

B. Industry Context

Case II-6 The US Telecommunications Industry (B): 1996-1999

Case II-7 Slouching Toward Broadband

Case II-8 The PC-Based Videoconferencing Systems Industry in 1999

Case II-9 SAP America

Reading II-6 Crossing the Chasm - And Beyond

Reading II-7 Competing Technologies: An Overview

Case II-10 Digital Distribution and the Music Industry in 2002

Reading II-8 Intellectual Property in the Digital Age: Finding the Balance

Reading II-9 Note on New Drug Development in the United States

Case II-11 Eli Lilly and Company: Drug Development Strategy (A)

C. Organizational Context

Reading II-10 Gunfire at Sea: A Case Study of Innovation

Reading II-11 Architectural Innovation: The Reconfiguration of Existing Product technologies and the Failure of Established Firms

Case II-12 Intel Corporation (A): The DRAM Decision

Reading II-12 Strategic Dissonance

Case II-13 Intel Corporation (C): Strategy for the 1990s

Case II-14 Managing Innovation at Nypro

Reading II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research

Case II-15 Hewlett-Packard: The Flight of the Kittyhawk

Reading II-14 Meeting the Challenge of Disruptive Technology

D. Strategic Action

Reading II-15 Strategic Intent

Reading II-16 Strategy as Vector and the Inertia of Coevolutionary Lock-in

Case II-16 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course

Case II-17 Charles Schwab & Co, Inc. in 1999

Case II-18 Amazon.com: Evolution of the e-Tailer

Case II-19 Display Technologies, Inc. (Abridged)

Case II-20 Rambus

PART III: ENACTMENT OF TECHNOLOGY STRATEGY: DEVELOPING THE FIRM'S INNOVATIVE CAPABILITIES
DESIGNING AND MANAGING SYSTEMS FOR CORPORATE INNOVATION

A. Internal and External Sources of Technology

Reading III-1 The Lab that Ran Away from Xerox

Case III-1 Dupont Kevlar Aramid Industrial Fiber (Abridged)

Reading-III-2 Transforming Invention into Innovation

Reading III-3 Markets for Technology and the Returns on Research

Reading III-4 The Transfer of Technology from Research to Development

Reading III-5 Absorptive Capacity: A new Perspective on Learning and Innovation

Case III-2 NEC: A New R&D Site in Princeton

Case III-3 Cisco Systems, Inc.: Acquisition Integration for Manufacturing

Case III-4 PlaceWare: Issues in Structuring a Xerox Technology Spinout

Reading III-6 Making Sense of Corporate Venture Capital

B. Linking New Technology and Novel Customer Needs

Case III-5 Innovation at 3M Corporation (A)

Reading III-8 Note on Lead User research

Case III-6 What's the BIG Idea?

Case III-7 Intel Corporation: The Hood River Project (A)

Reading III-9 Discovery-Driven Planning

Reading III-10 Living on the Fault Line

C. Internal Corporate Venturing

Case III-8 Cultivating Capabilities to Innovate: Booz Allen & Hamilton

Case III-9 Cisco Systems, Inc. Implementing ERP

Case III-10 R.R. Donnelley & Sons: The Digital Division

Case III-11 3M Optical Systems: managing Corporate Entrepreneurship

Reading III-11 Managing the Internal Corporate Venturing process

Reading III-12 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

PART IV: ENACTMENT OF TECHNOLOGY STRATEGY
CREATING AND IMPLEMENTING A PRODUCT DEVELOPMENT STRATEGY

A. New Product Development

Case IV-1 Product Development at Dell Computer Corporation

Reading IV-1 Communication between Engineering and Production: A Critical Factor

Reading IV-2 The New Product Development Learning Cycle

Case IV-2 Eli Lilly: The Evista Project

Case IV-3 Team New Zealand (A)

Reading IV-3 Organizing and Leading "Heavyweight" Development Teams

Reading IV-4 The Power of Product Integrity

B. Building Competencies/Capabilities through New Product Development

Case IV-4 Braun AG: The KF 40 Coffee Machine (Abridged)

Case IV-5 Improving the Product development Process at Kirkham Instruments Corporation

Case IV-6 We've Got Rhythm! Medtronic Corporation's Cardiac Pacemaker Business

Reading V-5 Creating Project Plans to Focus Product development

Reading V-6 The New Product development Map

Reading V-7 Accelerating the Design-Build-Test Cycle for Effective New Product Development

PART V: CONCLUSION
INNOVATION CHALLENGES IN ESTABLISHED FIRMS

Case V-1 Apple Computer, 1999

Case V-2 Intel Corporation Beyond 2003: Looking for its Third Act

Reading V-1 Building a Learning Organization

Reading V-2 The Power of Strategic Integration