Managing Strategic Innovation and Change
Published on 22. August 1996
Book
Hardback
672 pages
978-0-19-510010-5 (ISBN)
Description
This student reader shows the links between innovation, organizational architecture, executive teams, and the managing of change. The 41 articles that are included in this book have been carefully chosen from the current literature, with an introductory essay by the authors in which they show how the diagnostic model is applied to the problem of managing innovation. In the introductory essay, the authors highlight themes recurring throughout the book, such as the systems nature of technology, the importance of history and path dependence, the cross-functional nature of innovation management, the paradox between efficiency and adaptability, and the role of executive leadership in managing through turbulence. The introduction provides a helpful road map that offers a coherent rationale for studying innovation management. All modules in the book have editorial introductions that help to reinforce the links among technology, organizational architectures, and executive and managing teams. Introductions are also included for each chapter, explaining the fundamental point each reading raises and how it is integrated within the rest of the book.
Managing Strategic Innovation and Change also features readings on topics including technological evolution, technology strategy, globalization, and organizational learning, offering a complete set of readings on the management of innovation.
Managing Strategic Innovation and Change also features readings on topics including technological evolution, technology strategy, globalization, and organizational learning, offering a complete set of readings on the management of innovation.
More details
Language
English
Place of publication
New York
United States
Target group
College/higher education
Professional and scholarly
Illustrations
101 line figures
ISBN-13
978-0-19-510010-5 (9780195100105)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Classification
Persons
Content
I. Introduction and Overview. 1: Michael L. Tushman, Philip C. Anderson and Charles O'Reilly: Technology Cycles, Innovation Streams and Ambidextrous Organizations: Organization Renewal Through Innovation Streams and Strategic Change. 2: Amy Glasmeier: Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry. II. Innovation Over Time and in Historical Context. Technology Cycles. 3: Philip C. Anderson and Michael L. Tushman: Managing Through Cycles of Technological Change. 4: Marcie J. Tyre and Wanda J. Orlikowski: Exploiting Opportunities for Technological Improvement in Organizations. Dominant Design. 5: Stephen Jay Gould: The Panda's Thumb of Technology. 6: Michael A. Cusumano, Yiorgos Mylonadis, and Richard S. Rosenbloom: Strategic Maneuvering and Mass Market Dynamics: The Triumph of VHS over Beta. Era of Incremental Change. 7: Susan Sanderson and Mustafa Uzumeri: Managing Product Families: The Case of Sony Walkman. 8: Ralph Gomory: The Technology-Product Relationship: Early and Late Stages. Technological Substitution and Innovation in Context. 9: Elting Morison: Gunfire at Sea. 10: Arnold C. Cooper and Clayton G. Smith: How Established Firms Respond to Threatening Technologies. III. Organization Architectures and Managing Innovation. 11: David A. Nadler and Michael L. Tushman: A Model for Diagnosing Organizational Behavior. 12: C.K. Prahalad: The Role of Core Competencies in the Corporation. 13: Ralph Katz: Managing Professional Careers: The Influence of Job Longevity and Group Age. 14: Charles O'Reilly and Michael L. Tushman: Using Culture for Strategic Advantage: Promoting Innovation Through Social Control. 15: Jeffrey Pfeffer: Understanding Power in Organizations. 16: Claudia Bird Schoonhoven and Mariann Jelinek: Dynamic Tension in Innovative, High Technology Firms: Managing Rapid Technological Change Through Organizational Structure. 17: Dorothy Leonard-Barton: Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development. IV. Technology and Business Strategy. 18: Robert A. Burgelman and Richard S. Rosenbloom: Technology Strategy: An Evolutionary Process Perspective. 19: David J. Treece: Capturing Value from Technological Innovation: Integration, Strategic Patnering, and Licensing Decisions. 20: Graham R. Mitchell and William F. Hamilton: Managing R&D as a Strategic Option. V. Managing Functional Competencies. Research and Development. 21: Arnoud De Meyer: Tech Talk: How Managers Are Stimulating Global R&D Communication. 22: Kiyonori Sakakibara and D. Eleanor Westney: Japan's Management of Global Innovation: Technology Management Crossing Borders. 23: John Seely Brown: Research that Reinvents the Corporation. Marketing. 24: Gary S. Lynn, Joseph G. Morone, and Albert S. Paulson: Marketing and Discontinuous Innovation: The Probe and Learn Process. 25: Cornelius Herstatt and Eric von Hippel: Developing New Product Concepts via the Lead User Method: A Case Study