Managing Strategic Innovation & Change

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Managing Strategic Innovation and Change 2e, is designed for MBA or professional management courses that focus on technological innovation and change. Many changes have been made for this second edition. In part, these changesreflect the vitality of research on innovation. It also reflects the mission that the author has undertaken : to keep the readers on top of emerging themes and debates in the arena of managing strategic innovation and change and to link these debates with vivid, well-researched examples. The second edition of this text provides more than forty articles written by leading industry and academic experts - many new to this edition - that create an overall framework for thinking about how technologies evolve and drive the need for organizational change and adaptation. In addition, it offers a diagnostic model that can be applied to problems in innovation management. Key Features Technological evolution Technology strategy Organizational Learning Management of Innovation About The Author Michael L. Tushman ,Paul R. Lawrence MBA Class of 1942 Professor of Business Administration, Harvard Business School Philip Anderson ,INSEAD Alumni Fund Chaired Professor of Entrepreneurship, INSEAD Table Of Contents Preface Part I. Introduction and Overview Innovation Streams, Organization Designs, and Organizational Evolution Capabilities, Cognition, and Inertia : Evidence from Digital Imaging Part II. Innovation over Time and in Historical Context Technology Cycles Managing Through Cycles of Technological Change Technological Discontinuities and Flexible Production Networks : The Case of Switzerland and the World Watch Industry Discontinuous Innovation, Disruptive Technology, and Technological Substitution Gunfire at Sea : A Case Study of Innovation Customer Power, Strategic Investment , and the Failure of Leading Firms Architectural Innovation : The Reconfiguration of Existing Product Technologies and the Failure of Established Firms The Dynamics of Standing Still : Firestone Tire & Rubber and the Radial Revolution Dominant Design The Panda’s Thumb of Technology The Art of Standard Wars Managing in an Age of Moularity Era of Incremental Change Nobody Ever Gets Credit for Fixing Problems That Never Happened : Creating and Sustaining Process Improvement Tailoring Process Management to Situational Requirements : Beyond the Control and Exploration Dichotomy Part III. Organizational Architectures and Managing Innovation Managerial Problem Solving : A Congruence Approach Building Your Company’s Vision Managing Professional Careers : The Influence of Job Longevity and Group Age Strong Cultures and Innovation: Oxymoron or Opportunity? Understanding Power in Organizations The Weird Rules of Creativity The Ambidextrous Organization : Managing Evolutionary and Revolutionary Change Core Capabilities and Core Rigidities : A Paradox in Managing New Product Development Part IV. Innovation and Business Strategy Dynamic Capabilities and Strategic Management Strategy, Value Innovation, and the Knowledge Economy Crafting R&D Project Portfolios Part V. Knowledge, Learning, and Intellectual Capital Making the Most of Your Company’s Knowledge : A Strategic Framework Crisis Construction and Organizational Learning : Capability Building in Catching-Up at Hyundai Motors Learning from Collaboration : Knowledge and Networks in the Biotechnology and Pharmaceutical Industries Organizing knowledge Part VI. Managing Linkages Cross-Functional Linkages Organizing and Leading “Heavyweight” Development Teams Making Teamwork Work : Boundary Management in Product Development Teams Organizational Linkages Strategic Linking Coevolving : At Last,a Way to Make Synergies Work Strategies for Managing Internal Competition Extra-Organizational Linkages and venturing Technology Brokering and Innovation in a Product Development Firm Involving Suppliers in New Product Development Creating New Ventures from Bell Labs Technologies Part VII. Executive Leadership and Managing Innovation and Changes Convergence and Upheaval : Managing the Unsteady Pace of Organizational Evolution Time Pacing : Competing in Markets That Won’t Stand Still Implementing New Designs : Managing Organizational Change Beyond the Charismatic Leader : Leadership and Organizational Change Strategy as Vector and the Inertia of Coevolutionary Lock-In Change in the Presence of Fit : The Rise, the fall, and the Renaissance of Liz Claiborne