| Description |
xv, 656 pages : illustrations, charts ; 24 cm |
| Contents |
Machine derived contents note: I. Introduction and Overview -- 1. Technology Cycles, Innovation Streams and Ambidextrous Organizations: Organization Renewal Through Innovation Streams and Strategic Change, Michael L. Tushman, Philip C. Anderson and Charles O'Reilly -- 2. Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry, Amy Glasmeier -- II. Innovation Over Time and in Historical Context -- Technology Cycles -- 3. Managing Through Cycles of Technological Change, Philip C. Anderson and Michael L. Tushman -- 4. Exploiting Opportunities for Technological Improvement in Organizations, Marcie J. Tyre and Wanda J. Orlikowski -- Dominant Design -- 5. The Panda's Thumb of Technology, Stephen Jay Gould -- 6. Strategic Maneuvering and Mass Market Dynamics: The Triumph of VHS over Beta, Michael A. Cusumano, Yiorgos Mylonadis, and Richard S. Rosenbloom -- Era of Incremental Change -- 7. Managing Product Families: The Case of Sony Walkman, Susan Sanderson and Mustafa Uzumeri -- 8 The Technology-Product Relationship: Early and Late Stages. Ralph Gomory -- Technological Substitution and Innovation in Context -- 9. Gunfire at Sea, Elting Morison -- 10. How Established Firms Respond to Threatening Technologies, Arnold C. Cooper and Clayton G. Smith -- III. Organization Architectures and Managing Innovation -- 11. A Model for Diagnosing Organizational Behavior, David A. Nadler and Michael L. Tushman -- 12. The Role of Core Competencies in the Corporation, C.K. Prahalad -- 13. Managing Professional Careers: The Influence of Job Longevity and Group Age, Ralph Katz -- 14. Using Culture for Strategic Advantage: Promoting Innovation Through Social Control, Charles O'Reilly and Michael L. Tushman -- 15. Understanding Power in Organizations, Jeffrey Pfeffer -- 16. Dynamic Tension in Innovative, High Technology Firms: Managing Rapid Technological Change Through Organizational Structure, Claudia Bird Schoonhoven and Mariann Jelinek -- 17. Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development, Dorothy Leonard-Barton -- IV. Technology and Business Strategy -- 18. Technology Strategy: An Evolutionary Process Perspective, Robert A. Burgelman and Richard S. Rosenbloom -- 19. Capturing Value from Technological Innovation: Integration, Strategic Partnering, and Licensing Decisions, David J. Treece -- 20. Managing R&D as a Strategic Option, Graham R. Mitchell and William F. Hamilton -- V. Managing Functional Competencies -- Research and Development -- 21. Tech Talk: How Managers Are Stimulating Global R&D Communication, Arnoud De Meyer\ -- 22. Japan's Management of Global Innovation: Technology Management Crossing Borders, Kiyonori Sakakibara and D. Eleanor Westney -- 23. Research that Reinvents the Corporation, John Seely Brown -- Marketing -- 24. Marketing and Discontinuous Innovation: The Probe and Learn Process, Gary S. Lynn, Joseph G. Morone, and Albert S. Paulson -- 25. Developing New Product Concepts via the Lead User Method: A Case Study in 'Low-Tech' Field, Cornelius Herstatt and Eric von Hippel -- Operations/Manufacturing -- 26. Managing Flexible Automation, Paul S. Adler -- 27. A Perspective on Quality Activities in American Firms, Noriaki Kano -- VI. Managing Linkages -- Cross-Functional Linkages -- 28. Organizing and Leading 'Heavyweight' Development Teams, Kim B. Clark and Steven C. Wheelwright -- 29 Making Teamwork Work: Boundary Management in Product Development Teams. Deborah Gladstein Ancona and David F. Caldwell -- 30. Redundant, Overlapping Organization: A Japanese Approach to Managing the Innovation Process, Ikujiro Nonaka -- Organizational Linkages -- 31. Managing Innovation in the Transnational Corporation, Christopher A. Bartlett and Sumantra Ghoshal -- 32. The Logic of Global Business: An Interview with ABB's Percy Barnevik, William Taylor -- 33. Toward Middle-Up-Down Management: Accelerating Information Creation, Ikujiro Nonaka -- 34. Managing Intellect, James Brian Quinn, Philip C. Anderson, and Sydney Finkelstein -- Extra-Organizational Linkages and Venturing -- 35. Engines of Progress: Designing and Running Entrepreneurial Vehicles in Established Companies; Raytheon's New Product Center, 1969-1989, Rosabeth Moss Kanter, Jeffrey North, Lisa Richardson, Cynthia Ingols, and Joseph Zolner -- 36. Entering New Businesses: Selecting Strategies for Success, Edward B. Roberts and Charles A. Berry -- 37. The Use of Alliance in Implementing Technology Strategies, Yves Doz and Gary Hamel -- VII. Executive Leadership and Managing Innovation and Change -- 38. Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution, Michael L. Tushman, William H. Newman, and Elaine Romanelli -- 39. Implementing New Designs: Managing Organizational Change, David A. Nadler and Michael L. Tushman -- 40. Vision, Values, Milestones: Paul O'Neill Starts Total Quality at Alcoa, Peter J. Kolesar -- 41. The CEO as Organizational Architect: An Interview with Xerox's Paul Allaire, Robert Howard |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Creative ability in business -- Case studies.
|
|
Creative ability in business.
|
|
Industrial management -- Case studies.
|
|
Industrial management.
|
|
Organizational change.
|
|
Organizational change -- Case studies.
|
|
Technological innovations -- Case studies.
|
|
Technological innovations.
|
|
Organizational Innovation.
|
| Author |
Anderson, Philip, 1956-
|
|
Tushman, Michael.
|
| LC no. |
96002633 |
| ISBN |
0195100107 |
|
0195100115 (paperback) |
|
