This edition offers: 1. Five new chapter opening cases: Blue-Ray vs. HD-DVD: a standards battle in high definition video; From PDA's to smartphones: the evolution of an industry; Bug Labs and the Long Tail; Organizing for innovation at Google; and Skull Candy: developing extreme headphones. 2. More balance between industrial products versus consumer products. More industrial product examples (such as electronic components, medical components, aerospace, and business software) and service examples (such as search and advertising services, news services, hotels, outsourced industrial design) have been included throughout the book. 3. More extensive coverage of collaborative networks in Chapters 2 and 8, including graphs of the global technology collaboration network; richer explanations and examples for the network externality graphs in Chapter 4; and more in-depth coverage of modularity in both products and organizational forms in Chapter 10. Chapter 11 has also been expanded to include Failure Modes and Effects Analysis (FMEA) to ensure that students are familiar with the most widely used new product development tools. (Back of Book)

This text has been written for a course in technology and innovation. It covers contemporary research by using a combination of text, readings, and cases. Based on reviewer response to a survey, the authors have updated many of the cases that instructors found outdated or lacking. Classic cases such as Claire McCloud have been kept, while newer cases such as Intel Corporation in 1999 have been added. There is also a strong set of readings from sources such as Harvard Business Review, California Management Review, and Sloan Management Review.

David Baker here examines the management of technology in a strategic context. His book provides managers and students of library and information services with the necessary principles, approaches and tools to respond effectively and efficiently to the advance of new technologies in the information professions.

Learn how Intel, Microsoft, Motorola, Apple plus several other technology companies achieved their success. This book contains 22 cases on how the top information technology companies formulate strategy.

Describes the principles and methodologies for crafting and executing a successful business-aligned IT strategy to provide businesses with value delivery.

This book identifies the major factors responsible for effective transfer of information and human expertise from an advanced country or a multinational corporation to the developing world.

This book explores factors which impact the viability and growth of business enterprises. In particular, the role of entrepreneurship, organizational learning, and business strategy — including licensing strategy — are considered in some detail. It presents fundamental thinking about business organization and provides the conceptual framework that scholars need to understand complex business organization, managerial processes, and competitive strategy.

"This book makes an effort to explore the interaction of information technology and strategic management and aims to encourage joint research efforts among IT and strategy scholars for common solutions"--Provided by publisher.

The 4th 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. New co-author Clay Christensen provides his insights on innovation management and new market entries through several new cases. Approximately 40% of the cases are entirely new to this edition. 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.