everything.study
15.351

Introduction to Making and Hardware Ventures

3-0-3 units · Graduate

Introduces core maker technologies alongside the Disciplined Entrepreneurship framework to form a foundation for creating hardware-based ventures. Fosters an understanding of how to make the abstract concrete and develops competency in rapid prototyping. Includes a large hands-on component that builds skills in the various elements of making. Enrollment limited; application required.

Spring 2008 · Managing Innovation and Entrepreneurship

Topics

  • Dynamics of technological innovation
  • Industrial implications of technological innovation
  • Competitive implications of market and technology dynamics
  • Systematizing innovation; “What’s the Big Idea;” IDEO
  • Scoping technology: Advanced Inhalation Research
  • Iterating design: Team New Zealand
  • Experimenting with markets: innovation at 3M
  • Capstone: Iridium
  • Organizing innovation teams: ‘The Bakeoff’
  • Organizing flexible processes; ‘Internet Time’ exercise
  • Incentivizing and organizing innovators: GSK
  • Organizing innovation between firms and communities; One Laptop Per Child, innovation communities (Visitor: Mako Hill)
  • Incentivizing and organizing external innovators: D-Wave
  • Negotiation innovation work between firms and academia (SpudSpy & negotiation exercise)
  • Dynamics of the market for ideas; designing the value chain
  • Leveraging portfolio development: A123 (Visitor: Ric Fulop, Founder A123 Systems)
  • Capstone: leveraging platforms in online video gaming (Visitor: Cyrus Beagly, Sloan ‘02)
  • Portfolio management processes: le Petit Chef
  • Internal vs. external sources of renewal: Intel
  • Renewing innovation; corporate venturing; IBM Alphaworks
  • Renewing innovation; internal venturing; GE imagination breakthroughs
  • Wrap-up

Readings

  • Foster, R. “The S Curve: A New Forecasting Tool.” Chapter 4 in Innovation: The Attacker’s Advantage . New York, NY: Summit Books, 1986. ISBN: 9780333435113.
    Listed reading
  • Christensen, Clayton. “Exploring the Limits of the Technology S-Curve. Part I: Component Technologies.” Product and Operations Management Journal 1, no. 4 (1992): 334-357.
    Listed reading
  • ———. “Exploring the Limits of the Technology S-Curve. Part II: Architectural Technologies.” Product and Operations Management Journal 1, no. 4 (1992): 358-366.
    Listed reading
  • Moore, Gordon. “Cramming More Components onto Integrated Circuits,” Electronics , April 19, 1965. ( PDF ) ↗
    Listed reading
  • 2 · Industrial implications of technological innovation · Moore, Gordon. Crossing the Chasm . New York, NY: Collins Business, 2002. ISBN: 9780060517120. (Chapters 1 and 2 only.)
    Listed reading
  • 3 · Competitive implications of market and technology dynamics · Gladwell, Malcolm. “ The Televisionary .” The New Yorker , May 27, 2002. ↗
    Listed reading
  • Christensen, Clayton. The Innovator’s Dilemma . Boston, MA: Harvard Business School Press, 1997. ISBN: 9780875845852. (Chapter 3 only.)
    Listed reading
  • Afuah, A., and J. Utterback. “Responding to Structural Industry Changes: A Technological Evolution Perspective.” Industrial and Corporate Change 6 (1997): 183-202.
    Listed reading
  • 4 · Systematizing innovation; “What’s the Big Idea;” IDEO · Christensen, Clayton. and Scott D. Anthony. “What’s the Big Idea?” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-105, September 26, 2005.
    Listed reading
  • Bennis, Warren G., and Patricia Biederman. “The End of the Great Man.” Chapter 1 in Organizing Genius . New York, NY: Perseus Books, 1997. ISBN: 9780201570519.
    Listed reading
  • Fleming, L. “Breakthroughs and the Long Tail of Innovation.” MIT Sloan Management Review 49, no. 1 (2007): 69-74.
    Listed reading
  • 5 · Scoping technology: Advanced Inhalation Research · Roberts, Michael, and Diana Gardner. “Advanced Inhalation Research, Inc.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-899-292, September 9, 2003. · Thomke, S. “R&D Comes to Services: Bank of America’s Pathbreaking Experiments.” Harvard Business Review 81, no. 4 (2003): 70-79.
    Listed reading
  • 7 · Iterating design: Team New Zealand · Iansiti, Marco, and Alan MacCormack. “Team New Zealand.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-040, April 17, 1997. · Thomke, S. “Capturing the Real Value of Innovation Tools.” MIT Sloan Management Review 47, no. 2 (2006): 24-32.
    Listed reading
  • 8 · Experimenting with markets: innovation at 3M · Thomke, S. and Ashok Nimgade. “Innovation at 3M Corp.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-012, July 23, 2002.
    Listed reading
  • Ho, Teck-Hua, and Kay-Yut Chen. “New Product Blockbusters: The Magic and Science of Prediction Markets.” California Review Management 50, no. 1 (2007): 144-158.
    Listed reading
  • Urban, Glen L., and Eric von Hippel. “Lead User Analyses for the Development of New Industrial Products.” Management Science 34, no. 5 (1988): 569-82.
    Listed reading
  • 9 · Capstone: Iridium · MacCormack, Alan, and Kerry Herman. “The Rise and Fall of Iridium.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-601-040, November 28, 2001.
    Listed reading
  • Evans, David, and Karen Webster. “Designing the Right Product Offerings.” MIT Sloan Management Review 49, no. 1 (2007): 44-50.
    Listed reading
  • Christensen, C., and M. Raynor. “Managing the Strategy Development Process.” Chapter 8 in The Innovator’s Solution . Boston, MA: Harvard Business School Press, 2003. ISBN: 9781578518524.
    Listed reading
  • 10 · Organizing innovation teams: ‘The Bakeoff’ · Gladwell, Malcolm. “The Bakeoff: Project Delta Aims to Create the Perfect Cookie.” The New Yorker, September 5, 2005. · Clark, Kim, and Steven Wheelwright. “Organizing and Leading Project Teams.” Chapter 8 in Revolutionizing Product Development . Boston, MA: Free Press, 1992. ISBN: 9780029055151.
    Listed reading
  • 11 · Organizing flexible processes; ‘Internet Time’ exercise · Iansiti, M, and A. MacCormack. “Living on Internet Time.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-697-052, November 13, 1996.
    Listed reading
  • Iansiti, M., and A. MacCormack. “Developing Products on Internet Time.” Harvard Business Review 75, no. 5 (1997): 108-117.
    Listed reading
  • Cusumano, Michael. “How Microsoft Makes Large Teams Work Like Small Teams.” MIT Sloan Management Review 39, no. 1 (1997): 9-20.
    Listed reading
  • 12 · Incentivizing and organizing innovators: GSK · Huckman, Robert. “Glaxo-Smith Kline: Reorganizing Drug Discovery.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-074, May 17, 2005. · Goffee, Rob, and Gareth Jones. “Leading Clever People.” Harvard Business Review 85, no. 3 (2007): 72-79.
    Listed reading
  • 13 · Organizing innovation between firms and communities; One Laptop Per Child, innovation communities (Visitor: Mako Hill) · Baldwin, Carliss, Siobhan O’Mahoney, and James Quinn. “IBM and Linux (A).” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-903-083, June 26, 2003. · Raymond, Eric Steven. “The Cathedral and the Bazaar.” Chapter 2 in The Cathedral and the Bazaar . Cambridge, MA: O’Reilly Media, Inc., 2001. ISBN: 9780596001087.
    Listed reading
  • 14 · Incentivizing and organizing external innovators: D-Wave · MacCormack, A., A. Agrawal, and R. Henderson. “D-Wave Systems: Building a Quantum Computer.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-604-073, April 26, 2004. · Huston, Larry, and Nabil Sakkab. “Connect and Develop: Inside Proctor & Gamble’s New Model for Innovation.” Harvard Business Review 84, no. 3 (2006): 58-67.
    Listed reading
  • 15 · Negotiation innovation work between firms and academia (SpudSpy & negotiation exercise) · Snow, D., and Lee Flemming. “SpudSpy.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-059, February 3, 2005. · Edwards, M., F. Murray, and R. Yu. “Gold in the Ivory Tower.” Nature Biotechnology 24 (2006): 509-515.
    Listed reading
  • Gans, J., and S. Stern. “The Product Market and the Market for Ideas: Commercialization Strategies for Technology Entrepreneurs.” Research Policy 32, no. 2 (2003): 333-350.
    Listed reading
  • Teece, D. “Capturing Value from Technological Innovation: Integration, Strategic Partnering, and Licensing Decisions.” In Managing Strategic Innovation and Change . New York, NY: Oxford University Press, 1996, pp. 287-306. ISBN: 9780195100112. (Required: Pages 287-297 only.)
    Listed reading
  • 18 · Leveraging portfolio development: A123 (Visitor: Ric Fulop, Founder A123 Systems) · MacCormack, A., and S. Sucher. “le Petit Chef.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-602-080, November 13, 2002. · Clark, Kim, and Steven Wheelwright. “The Aggregate Project Plan.” Chapter 4 in Revolutionizing Product Development . Boston, MA: Free Press, 1992. ISBN: 9780029055151.
    Listed reading
  • 19 · Capstone: leveraging platforms in online video gaming (Visitor: Cyrus Beagly, Sloan ‘02) · Eisenmann, T. “Electronic Arts in Online Gaming.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-804-140, October 12, 2006.
    Listed reading
  • Prugl, R., and M. Schreier. “Learning from Leading Edge Customers at The Sims.” R&D Management 36, no. 3 (2006): 237-250.
    Listed reading
  • Sviokla, J., and A. Paoni. “Every Product’s a Platform.” Harvard Business Review 83, no. 10 (2005): 17-18.
    Recommended
  • Gawer, A., and M. Cusumano. Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation . Boston, MA: Harvard Business School Press, 2002. ISBN: 9781578515141. (Chapters 2 and 3 only.)
    Recommended
  • 20 · Portfolio management processes: le Petit Chef · Bowen, Kent, Kenneth P. Morse, and Douglas Cannon. “A123 Systems.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-606-114, May 8, 2006. · Chesbrough, H., and D. Teece. “When is Virtual Virtuous.” Chapter 3 in The Strategic Management of Intellectual Capital . Edited by D. Klein. Boston, MA: Butterworth-Heinemann, 1998, pp. 27-37. ISBN: 9780750698504.
    Recommended
  • 21 · Internal vs. external sources of renewal: Intel · MacCormack, Alan, and Kerry Herman. “Intel Research: Exploring the Future.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-605-051, October 27, 2005.
    Recommended
  • Chesbrough, Henry. “Open Innovation at Intel.” Chapter 6 in Open Innovation: The New Imperative for Creating and Profiting from Technology . Boston, MA: Harvard Business School Press, 2005, pp. 113-134. ISBN: 9781422102831.
    Recommended
  • Uttal, B. “The Lab That Ran Away from Xerox.” Fortune, 1983. Reprinted in Strategic Management of Technology and Innovation . Edited by R. A. Burgelman, C. M. Christensen, and S. C. Wheelwright. New York, NY: McGraw-Hill, 2003. ISBN: 9780072536959.
    Recommended
  • 22 · Renewing innovation; corporate venturing; IBM Alphaworks · Chesbrough, Henry. “Inxight: Incubating a Xerox Technology Spinout.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-699-019, December 17, 1998. · Wolcott, Robert, and Michael J. Lippitz. “The Four Models of Corporate Entrepreneurship.” MIT Sloan Management Review 49, no. 1 (2007): 75-82.
    Recommended
  • 23 · Renewing innovation; internal venturing; GE imagination breakthroughs · Bartlett, Christopher A., Brian J. Hall, and Nicole Bennett. “GE’s Imagination Breakthroughs: The Evo Project.” Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-907-048, June 19, 2007. · Stringer, Robert. “How to Manage Radical Innovation.” California Management Review 42, no. 4 (2000): 70-88.
    Recommended
Fall 2002 · Managing the Innovation Process

This course approaches "managing the innovation process" through five levels of analysis: individual, team, network, organizational, and industrial. At each level of analysis, particular attention is given to the conditions under which innovation processes succeed and fail. The weekly readings consist of a mixture of book chapters, journal articles, and cases, and an online forum will be used for further discussion of the required readings outside of class. Tuesday classes will begin with a reflection exercise that entails critical thinking about the topic for the week, followed by an activity and lecture introducing material found both within and outside of the readings. Thursday classes will begin with a case analysis completed in small groups, followed by a discussion based on the issues raised in the case and online forum. The primary goal of the course is to expose students to a variety of perspectives on innovation, while building on past work experiences and preparing for work experiences in the future.

Readings

  • LEC #: 1 · Topics: Introduction and Overview · Required Readings: No readings for this lecture.
    Reading assignment
  • Christensen, C. The innovator’s dilemma . Boston, MA: Harvard Business School Press. Chapter 1: How can great firms fail? Insights from the hard disk drive industry, 1997, pp. 3-32.
    Listed reading
  • Morison, E. Gunfire at sea: A case study of innovation, Men, machines, and modern times . Cambridge, MA: MIT Press, 1966, pp. 17-44.
    Listed reading
  • Plus Development Corporation (A) (HBS case 9-687-001)
    Listed reading
  • Hounshell, D. From the American system to mass production, 1800-1932 . Baltimore, MD: The Johns Hopkins University Press, 1984, Introduction, pp. 1-13.
    Listed reading
  • Mowery, D., and Rosenberg, N. Paths of innovation: Technological change in 20th century America. Cambridge, U.K.: Cambridge University Press, 1998, Introduction, pp. 1-10.
    Listed reading
  • Tedlow, R. Giants of enterprise: seven business innovators and the empires they built, 2001. New York: HarperBusiness, Introduction: The big picture, pp. 1-10.
    Listed reading
  • Amabile, T. “A model of creativity and innovation in organizations.” In Research in Organizational Behavior . Edited by B. Staw & L. Cummings. Greenwich, CT: JAI Press, 1988, Vol. 10, pp. 123-167.
    Listed reading
  • Roberts, E., and Fusfeld, A. “Staffing the innovative technology-based organization.” Sloan Management Review 19-34 (1981).
    Listed reading
  • Corporate New Ventures at Procter & Gamble (HBS case 9-897-088)
    Listed reading
  • Kelley, R., and Caplan, J. “How Bell Labs creates star performers.” Harvard Business Review 71(4) (1993): pp. 128-139.
    Listed reading
  • Nemeth, C. “Managing innovation: When less is more.” California Management Review 40(1) (1997): pp. 59-74.
    Listed reading
  • Shapero, A. “Managing creative professionals.” Research-Technology Management, March-April 23-28, 1985.
    Listed reading
  • Allen, T. Managing the flow of technology . Cambridge, MA: MIT Press. Chapter 3: The communication system in technology: An overview, 1977, pp. 35-57.
    Listed reading
  • Tushman, M. Special boundary roles in the innovation process. Administrative Science Quarterly , 22,1977, 587-605.
    Listed reading
  • The Medtek Corporation (HBS case 9-400-024)
    Listed reading
  • Ebadi, Y., & Utterback, J. The effects of communication on technological innovation. Management Science, 30(5), 1984, 572-585.
    Listed reading
  • Pelz, D., & Andrews, F. Scientists in organizations: Productive climates for research and development. New York: Wiley. Chapter 3: Communication, 1966, pp. 35-53.
    Listed reading
  • Sosa, M., Eppinger, S., Pich, M., McKendrick, D., Stout, S. Factors that influence technical communication in distributed product development: An empirical study in the telecommunications industry. IEEE Transactions on Engineering Management, 49(1), 45-58, 2002.
    Listed reading
  • Clark, K., & Wheelwright, S. Organizing and leading “heavyweight” development teams. California Management Review , 34(3), 1992, 9-28.
    Listed reading
  • Dougherty, D. Interpretive barriers to successful product innovation in large firms. Organization Science , 3(2), 1992, 179-202.
    Listed reading
  • Business Teams at Rubbermaid, Inc . (HBS case 9-897-165)
    Listed reading
  • Ancona, D., & Caldwell, D. Demography and design: Predictors of new product team performance. Organization Science, 3(3),1992, 321-341.
    Listed reading
  • Eisenhardt, K., & Tabrizi, B. Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40(1), 1995, 84-110.
    Listed reading
  • Griffin, A, and J. Hauser. Patterns of communication among marketing, engineering, and manufacturing –a comparison between two new product teams. Management Science, 38(3), (1992): 360-373
    Listed reading
  • Cramton, C. Finding common ground in dispersed collaboration. Organizational Dynamics 30(4), (2003): pp. 356-367.
    Listed reading
  • Lipnack, J, and J. Stamps. “Chapter 1: Why virtual teams? The new way to work.” In Virtual teams: Reaching across space, time, and organizations with technology . New York: John Wiley & Sons, Inc., 1997, pp. 1-24.
    Listed reading
  • Unilever’s Butter-Beater: Innovation for Global Diversity (HBS case 9-698-017)
    Listed reading
  • Armstrong, D., and P. Cole.“Managing distances and differences in geographically distributed work groups.” In Diversity in work teams. Edited by S. Jackson, and Ruderman M. Washington D.C: American Psychological Association, 1995, pp. 187-215.
    Listed reading
  • Carmel, E. “Chapter 1: Why we are seeing more global software teams.” In Global software teams: Collaborating across borders and time zones. Upper Saddle River, NJ: Prentice Hall PTR., 1999, pp. 3-23.
    Listed reading
  • O’Hara-Devereaux M, and R. Johansen. “Chapter 1: Introduction: Fault lines in the new global business landscape.” In GlobalWork: Bridging distance, culture, and time. San Francisco: Jossey-Bass, 1994, pp. 1-31.
    Listed reading
  • Burt, R. “Chapter 1: The social structure of competition.” In Structural holes . Cambridge, MA: Harvard University Press, 1992, pp. 8-49.
    Listed reading
  • Krackhardt, D., and J. Hanson. “Informal networks: The company behind the chart.” In Harvard Business Review. (July-August, 1993): pp. 104-113.
    Listed reading
  • Digital Equipment Corporation: The Kodak Outsourcing Agreement (A) (HBS case 9-191-039)
    Listed reading
  • Constant, D., L. Sproull and S. Kiesler. “The kindness of strangers: The usefulness of electronic weak ties for technical advice.” Organization Science 7(2), (1996): 119-135.
    Listed reading
  • Gargiulo, M., and M. Benassi. “Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital.” Organization Scienc, 11(2), (2000): pp. 183-196.
    Listed reading
  • Rogers, E. “Chapter 1: Elements of diffusion.” In The diffusion of innovations. New York: Free Press., 1995, pp. 1-37.
    Listed reading
  • Wolpert, J. “Breaking out of the innovation box.” Harvard Business Review, (August, 2003): pp. 76-83.
    Listed reading
  • Hargadon, A. “Firms as knowledge brokers: Lessons in pursuing continuous innovation.” California Management Review 40(3), (1998): 209-227.
    Listed reading
  • Molding the Impossible: The NYPRO/Vistakon Disposable Contact Lens Project (HBS case 9-694-062)
    Listed reading
  • Ahuja, G. “Collaboration networks, structural holes, and innovation: A longitudinal study.” Administrative Science Quarterly 45(3), (2000): pp. 425-455.
    Listed reading
  • Powell W., K. Koput and L. Smith-Doerr. “Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology.” Administrative Science Quarterly 41(1), (1996): pp. 116-145.
    Listed reading
  • Stuart, T. “Network positions and propensities to collaborate: An investigation of strategic alliance formation in a high-technology industry.” Administrative Science Quarterly 43(3), (1998): pp. 668-698.
    Listed reading
  • Leonard-Barton, D. “Chapter 5: Experimenting and prototyping.” In Wellsprings of knowledge . Boston, MA: Harvard Business School Press, 1995, pp. 111-134.
    Listed reading
  • O’Connor, G., and M. Rice. “Opportunity recognition and breakthrough innovation in large established firms.” California Management Review 43(2), (2001): pp. 95-116.
    Listed reading
  • Sun Microsystems, Inc. (A) (HBS case 9-686-133)
    Listed reading
  • Markides, C. “Strategic innovation.” Sloan Management Review, 38(3), (1997): 9-23.
    Listed reading
  • Nonaka, I., and H. Takeuchi. “Chapter 1: Introduction to knowledge in organizations.” In The knowledge-creating company. New York: Oxford University Press, 1995, pp. 3-19.
    Listed reading
  • Tushman, M., and C. O’Reilly “ Chapter 1: The tyranny of success.” In Winning through innovation. Boston, MA: Harvard Business School Press, 1997, pp. 1-15.
    Listed reading
  • Cohen, W, and D. Levinthal. “Absorptive capacity: A new perspective on learning and innovation.” Administrative Science Quarterly 35, 128-152. (1990): pp. 128-142.
    Listed reading
  • von Hippel, E. “Chapter 8: Predicting the source of innovation: Lead users.” In The sources of innovation. New York: Oxford University Press, 1988, pp. 102-122.
    Listed reading
  • Innovation at 3M Corp. (A) (HBS case 9-699-012)
    Listed reading
  • Argote, L. “Chapter 1: Organizational learning curves: An overview.” In Organizational learning: Creating, retaining, and transferring knowledge. Boston, MA: Kluwer Academic, 1999, pp. 1-34.
    Listed reading
  • Brown, J., and Duguid, P. “Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation.” Organization Science 2(1), (1991): pp. 40-57.
    Listed reading
  • Tyre, M., and W. Orlikowski. “Exploiting opportunities for technological improvement in organizations.” Sloan Management Review, 35(1), (1993): pp. 13-26.
    Listed reading
  • Henderson, R., & Clark, K. “Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms.” Administrative Science Quarterly 35, (1990): pp. 9-30.
    Listed reading
  • Utterback, J. “Chapter 7: Invasion of a stable business by radical innovation.” In Mastering the dynamics of innovation . Boston, MA: Harvard Business School Press, 1994, pp. 145-166.
    Listed reading
  • Monsanto Co.: The Coming of Age of Biotechnology (HBS case 9-596-034)
    Listed reading
  • Anderson, P., and M. Tushman. “Managing through cycles of technological change.” Research-Technology Management. (May-June, 1991): pp. 26-31.
    Listed reading
  • Christensen, C. “Exploring the limits of the technology S-curve. Part I: Component technologies.” Production and Operations Management, 1(4), (1992): pp. 334-357.
    Listed reading
  • Foster, R. “Chapter 4: The S-curve: A new forecasting tool.” In Innovation: The attacker’s advantage. New York: Summit Books, 1986, pp. 89-111.
    Listed reading
  • David, P. “Clio and the economics of QWERTY.” American Economic Review, 75, (1985): pp. 332-337.
    Listed reading
  • Raymond, E. The cathedral and the bazaar. Cambridge, MA: O’Reilly & Associates, 1999.
    Listed reading
  • Outrage in Cyberspace : CompuServe and the GIF Patent (HBS case 9-296-057)
    Listed reading
  • Shapiro, C., and Varian, H. “Chapter 9: Waging a standards war.” In Information Rules: A strategic guide to the network economy . Boston, MA: Harvard Business School Press, 1999, pp. 261-296.
    Listed reading
  • Teece, D. “Capturing value from technological innovation: Integration, strategic partnering, and licensing decisions.” In Technology and Global Industry. Edited by B. Guile & H. Brooks. Washington, D.C: National Academy Press. 1987, pp. 65-95.
    Listed reading
  • von Hippel, E. “Innovation by user communities: Learning from open-source software.” Sloan Management Review, 42(4), (2001): pp. 82-86.
    Listed reading

Prerequisites & course information

Same subject as 2.351[J] Prereq: Permission of instructor G (Spring) Not offered regularly; consult department 3-0-3 units

Sources