Title:
Managing strategic innovation and change : a collection of readings
Edition:
2nd ed.
Publication Information:
New York, NY : Oxford University Press, 2004
ISBN:
9780195135787
Available:*
Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
|---|---|---|---|---|---|
Searching... | 30000004377358 | HD31 M3634 2004 | Open Access Book | Book | Searching... |
Searching... | 30000005120088 | HD31 M3634 2004 | Open Access Book | Book | Searching... |
Searching... | 30000005120682 | HD31 M3634 2004 | Open Access Book | Book | Searching... |
On Order
Summary
Summary
The second edition of this successful book addresses how technologies evolve and how they drive the need for organizational change and adaptation. Focusing on the general-management challenges that innovative firms face, the editors draw from a variety of disciplines and demonstrate the links between innovation, organizational competencies, organizational architectures, executive teams, and managing change.
Author Notes
Michael L. Tushman is at Harvard Business School. Philip Anderson is at INSEAD.
Table of Contents
| Preface |
| Part 1 Introduction And Overview |
| 1 Innovation Streams, Organization Designs, and Organizational EvolutionMichael L. Tushman and Wendy K. Smith |
| 2 Capabilities, Cognition, and Inertia: Evidence from Digital ImagingMary Tripsas and Giovanni Gavetti |
| Part 2 Innovation Over Time And In Historical Context |
| Technology Cycles |
| 3 Managing Through Cycles of Technological ChangePhilip C. Anderson and Michael L. Tushman |
| 4 Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch IndustryAmy Glasmeier |
| Discontinuous Innovation, Disruptive Technology, and Technological Substitution |
| 5 Gunfire at Sea: A Case Study of InnovationElting Morison |
| 6 Customer Power, Strategic Investment, and The Failure of Leading FirmsClayton M. Christensen and Joseph L. Bower |
| 7 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Existing FirmsRebecca M. Henderson and Kim B. Clark |
| 8 The Dynamics of Standing Still: Firestone Tire and Rubber and the Radial RevolutionDonald N. Sull |
| Dominant Designs |
| 9 The Panda's Thumb of TechnologyStephen Jay Gould |
| 10 The Art of Standards WarsCarl Shapiro and Hal R. Varian |
| 11 Managing in an age of modularityCarliss Y. Baldwin and Kim B. Clark |
| Era of Incremental Change |
| 12 Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process ImprovementNelson P. Repenning and John D. Sterman |
| 13 Tailoring Process Management to Situational Requirements: Beyond the Control and Exploration DichotomyKathleen M. Sutcliffe and Sim B. Sitkin and and Larry D. Browning |
| Part 3 Organization Architectures And Managing Innovation |
| 14 Managerial Problem Solving: A Congruence ApproachMichael L. Tushman and Charles O'Reilly III |
| 15 Building Your Company's VisionJames C. Collins and Jerry I. Porras |
| 16 Managing Professional Careers: The Influence of Job Longevity and Group AgeRalph Katz |
| 17 Strong Cultures and Innovation: Oxymoron or OpportunityFrancis J. Flynn and Jennifer A. Chatman |
| 18 Understanding Power in OrganizationsJeffrey Pfeffer |
| 19 The Weird Rules of CreativityRobert I. Sutton |
| 20 The Ambidextrous Organization: Managing Evolutionary and Revolutionary ChangeMichael L. Tushman and Charles O'Reilly III |
| 21 Core Capabilities and Core Rigidities: A Paradox in Managing New Product DevelopmentDorothy Leonard-Barton |
| Part 4 Innovation And Business Strategy |
| 22 Dynamic Capabilities and Strategic ManagementDavid J. Teece and Gary Pisano and Amy Shuen |
| 23 Strategy, Value Innovation, and the Knowledge EconomyW. Chan Kim and Renee Mauborgne |
| 24 Crafting R&D Project PortfoliosIan C. MacMillan and Rita Gunther McGrath |
| Part 5 Knowledge, Learning, And Intellectual Capital |
| 25 Making the Most of Your Company's Knowledge: A Strategic FrameworkGeorg von Krogh and Ikujiro Nonaka and Manfred Aben |
| 26 Crisis Construction and Organizational Learning: Capability Building in Catching-up at Hyundai MotorLinsu Kim |
| 27 Learning From Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical IndustriesWalter W. Powell |
| 28 Organizing KnowledgeJohn Seely Brown and Paul Duguid |
| Part 6 Managing Linkages |
| Cross-Functional Linkages |
| 29 Organizing and Leading "Heavyweight" Development TeamsKim B. Clark and Steven C. Wheelwright |
| 30 Making Teamwork Work: Boundary Management in Product Development TeamsDeborah Gladstein Ancona and David F. Caldwell |
| Organizational Linkages |
