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Strategic Management of Technology and Innovation
TLDR
The 5th edition of the 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 critical business challenges as mentioned in this paper.Abstract:
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.read more
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Book ChapterDOI
Firm Resources and Sustained Competitive Advantage
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.
Journal ArticleDOI
Developing innovation capability in organisations: a dynamic capabilities approach
Benn Lawson,Danny Samson +1 more
TL;DR: In this paper, the authors draw together knowledge from a variety of fields to propose that innovation management can be viewed as a form of organisational capability, from which they execute effective innovation processes, leading to innovations in new product, services and processes, and superior business performance results.
Journal ArticleDOI
Innovation management measurement: A review
TL;DR: In this article, the authors present a synthesized framework of the innovation management process consisting of seven categories: inputs management, knowledge management, innovation strategy, organizational culture and structure, portfolio management, project management and commercialization.
Journal ArticleDOI
Organizational Improvisation and Learning: A Field Study:
TL;DR: In this article, an inductive study of improvisation in new product development activities in two firms uncovered a variety of improvisational forms and the factors that shaped them, embedded in the observations they made.
Journal ArticleDOI
Multiple scenario development: its conceptual and behavioral foundation
TL;DR: This paper examines the multiple scenario approach as an important corporate innovation in strategic planning using a participant/observer perspective and examines such organizational aspects as the need for diversity of views and the importance of simplicity and manageability.
References
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Competitive advantage: creating and sustaining superior performance
TL;DR: Porter's concept of the value chain disaggregates a company into "activities", or the discrete functions or processes that represent the elemental building blocks of competitive advantage as discussed by the authors, has become an essential part of international business thinking, taking strategy from broad vision to an internally consistent configuration of activities.
Journal ArticleDOI
Patterns in Strategy Formation
TL;DR: In this paper, the authors define a strategy as a pattern in a stream of decisions, and study the interplay between intended and realized strategies in a complex organizational process, with leadership mediating between the two forces.