Managing Strategic Innovation and Change

Like the first edition, published by OUP in 1997, Managing Strategic Change and Innovation, Second Edition is designed for MBAs and practising managers and provides a framework for thinking about how technologies evolve and drive the need for organisational change and adaption. The editors, two acknowledged leaders in the field of management strategy, draw from a variety of disciplines and show the links between innovation, organisational competencies, organizational architectures, executive teams, and managing change. This book is intended primarily as for use in management courses that focus on technological innovation and change. This second edition again consists of both previously published articles and many new articles. Its structure is built around organisational architecture, executive teams, and managing change. Both editors teach at top business schools The first edition was extremely successful, selling over 10,000 copies Contains many new articles, distinct from the first edition This edition is a companion to Katz: The Human Side of Managing Technological Change 2ed (0195135318) Contents: I. Introduction and Overview Innovation Streams, Organization Designs, and Organizational Evolution Capabilities, Cognition, and Inertia: Evidence from Digital Imaging 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 Existing Firms The Dynamics of Standing Still: Firestone Tire and Rubber and the Radial Revolution Domiant Designs The Panda's Thumb of Technology The Art of Standards Wars Managing in an Age of Modularity 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 III. Organization 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 IV. Innovation and Business Strategy Dynamic Capabilities and Strategic Management Strategy, Value Innovation, and the Knowledge Economy Crafting RandD Project Portfolios 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 Motor Learning From Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries Organizing Knowledge 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 VII. Executive Leadership and Managing Innovation and Change 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