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Part One (new content is italicized)

Integrating Technology and Strategy: A General Management Perspective

Technological Innovation

CASE I-1 Elio Engineering, Inc.

Hari Sankara and Harald Winkmann

READING I-1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy

David J. Teece

CASE I-2 Advent Corporation

R.S. Rosenbloom

READING I-2 How to Put Technology into Corporate Planning

Alan R. Fusfeld

READING I-3 The Core Competence of the Corporation

C.K. Prahalad and Gary Hamel

Technological Innovation and Strategy

CASE I-3 Pixim (A)

Cara McVie and Robert A. Burgelman

READING I-4 Management Criteria for Effective Innovation

CASE I-4 Matrix semiconductor (A)

Lyn Denend and Robert A. Burgelman

Case I-5 StubHub (A)

Adam Block and Robert A. Burgelman

READING I-5 Defining the Minimum Winning Game in Hi-Tech Ventures

Robert A. Burgelman and Robert E. Siegel

READING I-6 Assessing Your Organization's Capabilities: Resources, Processes, & Priorities

Clayton M. Christensen & Stephen P. Kaufman

CASE I-6 Electronic Arts in 1995

C.C. Oliver

CASE I-7 Electronic Arts in 2002

Frederic Descamps

CASE I-8 Electronic Arts in 2005: The Next Generation of Convergence

Ryan Kiskis, Shoshanna Stussy and Robert A. Burgelman

READING I-7 The Art of High-Technology Management

M.A. Maidique and R.H. Hayes

Part Two

Design and Implementation of Technology Strategy: An Evolutionary Perspective

Technological Evolution

READING II-1 Patterns of Industrial Innovation

William J. Abernathy and James M. Utterback

READING II-2 Exploring the Limits of the Technology S-Curve. Part I: Component Technologies

Clayton M. Christensen

READING II-3 Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies

Clayton M. Christensen

CASE II-1 MySQL Open Source Database in 2004

Christof Wittig, Sami Inkinen, and Robert A. Burgelman

CASE II-2 MySQL Open Source Database in 2006

Christof Wittig and Robert A. Burgelman

READING II-4 How Can We Beat our Most Powerful Competitors?

Clayton M. Christensen

READING II-5 Customer Power, Strategic Investment, and the Failure of Leading Firms

Clayton M. Christensen and Joseph L. Bower

CASE II-3 Making SMaL Big: SMaL Camera Technologies

Clayton M. Christensen and Scott D. Anthony

READING II-6 Disruption, Disintegration and the Dissipation of Differentiability

Clayton M. Christensen, Matt Verlinden, and George Westerman

Industry Context

CASE II-4 The U.S. Telecommunications Industry: 1996-1999

Eric Marti

CASE II-5 Slouching Toward Broadband – Revisited in 2005

Robert A. Burgelman, Les Vadasz, and Philip E. Meza

CASE II-6 SAP America

Artemis March

READING II-7 Crossing the Chasm—and Beyond

Geoffrey A. Moore

READING II-8 Competing Technologies: An Overview

W. Brian Arthur

CASE II-7 Digital Creation and Distribution of Music: Revisited in 2005

Robert A. Burgelman, Les Vadasz, and Philip E. Meza

READING II-9 Finding the Balance: Intellectual Property in the Digital Age

Philip Meza and Robert A. Burgelman

READING II-10 Note on New Drug Development in the United States

Stefan Thomke and Ashok Nimgade

CASE II-8 Eli Lilly and Company: Drug Development Strategy

Stefan Thomke, Ashok Nimgade, and Paul Pospisil

Organizational Context

READING II-11 Gunfire at Sea: A Case Study of Innovation

Elting E. Morison

READING II-12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms

Rebecca M. Henderson and Kim B. Clark

CASE II-9

Hewlett-Packard: The Flight of the Kittyhawk

CASE II-10 Intel Corporation: The DRAM Decision

George W. Cogan and Robert A. Burgelman

READING II-13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research

READING II-14 Strategic Dissonance

Robert A. Burgelman and Andrew S. Grove

Strategic Action

READING II-15 Strategic Intent

Gary Hamel and C.K. Prahalad

CASE II-11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting

Aneesha Capur and Robert A. Burgelman

CASE II-12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse Course

Paul Carroll

CASE II-13 Intel Corporation: Strategy for the 1990s

George W. Cogan and Robert A. Burgelman

Case II-14 Charles Schwab & Co., Inc., in 1999

READING II-16 Let Chaos Reign, Then Rein in Chaos-Repeatedly

Robert A. Burgelman and Andrew S. Grove

The Charles Schwab Corporation in 2007: Fixing and Redefi ning the Core Business

Margot Sutherland and Kelly DuBois

HP and Compaq Combined: In search of Scale and Scope

Robert A. Burgelman and Philip E. Meza

CASE II-17 HP and Compaq Combined: In Search of Scale and Scope

Robert A. Burgelman and Philip E. Meza

READING II-17 Managing the Strategic Dynamics of Acquisition Integration

Robert A. Burgelman and Webb McKinney

Part Three

Enactment of Technology Strategy-Developing a Firm's Innovative Capabilities

Internal and External Sources of Technology

READING III-1 Capturing the Returns From Research

Clayton M. Christensen, Christopher Musso, and Scott Anthony

READING III-2 The Lab That Ran Away from Xerox

Bro Uttal

READING III-3 Perfecting Cross-Pollination

Lee Fleming

READING III-4 Transforming Invention into Innovation: The Conceptualization Stage

Robert A. Burgelman and Leonard R. Sayles

READING III-5 The Transfer of Technology from Research to Development

H. Cohen, S. Keller, and D. Streeter

READING III-6 Absorptive Capacity: A New Perspective on Learning and Innovation

Wesley M. Cohen and Daniel A. Levinthal

CASE III-1 NEC: A New R&D Site in Princeton

Walter Kuemmerle and Kiichiro Kobayashi

CASE III-2 Cisco Systems, Inc.: Acquisition Integration for Manufacturing

Nicole Tempest and Christian G. Kasper

READING III-7 Making Sense of Corporate Venture Capital

Henry W. Chesbrough

Linking New Technology and Novel Customer Needs

READING III-8 Note on Lead User Research

Stefan Thomke and Ashok Nimgade

CASE III-3 What's the BIG Idea?

Clayton M. Christensen and Scott D. Anthony

READING III-9 Eager Sellers and Stony Buyers

John T. Gourville

CASE III-4 GolfLogix: Measuring the Game of Golf

John T. Gourville and Jerry N. Conover

READING III-10 Misleading Methods of Financial Analysis

Clayton M. Christensen, Stephen P. Kaufman, & Willy Shih

READING III-11 Living on the Fault Line

Geoffery Moore

Internal Corporate Venturing

CASE III-5 Pitney Bowes Inc.

Clayton M. Christensen and Howard Yu

CASE III-6 Cisco Systems, Inc.: Implementing ERP

Mark Cotteleer

CASE III-7 R.R. Donnelley & Sons: The Digital Division

Artemis March

CASE III-8 Intel Corporation: The Hood River Project

Raymond S. Bamford

CASE III-9 3M Optical Systems: Managing Corporate Entrepreneurship

Christopher A. Bartlett and Afroze Mohammed

READING III-12 At 3am, A Struggle Between Efficiency and Creativity

Brian Hindo

READING III-13 Managing the Internal Corporate Venturing Process: Some Recommendations for Practice

Robert A. Burgelman

READING III-14 Managing Internal Corporate Venturing Cycles

Robert A. Burgelman and Liisa Välikangas

READING III-15 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

Michael L. Tushman and Charles A. O'Reilly III

Part Four

Enactment of Technology Strategy-Creating and implementing a Development Strategy

New Product Development

READING IV-1 Communication Between Engineering and Production: A Critical Factor

H.E. Riggs

CASE IV-1 Vitreon Corporation: The Hyalite Project

Roy Shapiro

READING IV-2 The New Product Learning Cycle

M.A. Maidique and B.J. Zirger

CASE IV-2 Eli Lilly: The Evista Project

Matthew C. Verlinden

READING IV-3 Organizing and Leading “Heavyweight” Development Teams

Kim B. Clark and Steven C. Wheelwright

READING IV-4 Finding the Right Job for Your Product

Clayton M. Christensen and Scott Anthony

Building Competence/ Capabilities Through New Product Development

CASE IV-3 The ITC eChoupal Initiative

David M. Upton and Virginia A. Fuller

READING IV-5 Creating Project Plans to Focus Product Development

Steven C. Wheelwright and Kim B. Clark

CASE IV-4 Genentech—Capacity Planning

Daniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld

READING IV-6 The New Product Development Map

Steven C. Wheelwright and W. Earl Sasser, Jr.

READING IV-7 Accelerating the Design-Build-Test Cycle for Effective New Product Development

Steven C. Wheelwright and Kim B. Clark

Part Five

Conclusion: Innovation Challenges in Established Firms

CASE V-1 Intel Centrino in 2007: A New “Platform” Strategy for Growth

Robert A. Burgelman and Philip E. Meza

CASE V-2 SAP AG in 2006: Driving Corporate Transformation

Thomas R. Federico and Robert A. Burgelman

READING V-1 Building a Learning Organization

David A. Garvin

READING V-2 The Power of Strategic Integration

Robert A. Burgelman and Yves L. Doz

CASE V-3 Nike's Global Women's Fitness Business: Driving Strategic Integration

Lyn Denend and Robert A. Burgelman