everything.study
15.912

Strategic Management of Innovation and Entrepreneurship

3-0-3 units · Graduate

Provides a series of strategic frameworks for managing high-technology businesses with a particular focus on innovation and entrepreneurship, especially as it builds upon patterns of technological and market change, prior research on product development and new ventures, and the structure and development of organizational capabilities. Includes case analyses and simulations, as well as independent readings drawn from research in technological innovation, entrepreneurial management, and organizational theory.

Fall 2008 · Technology Strategy

Topics

  • Creating, capturing, and delivering value with technology strategy
  • Case: eInk
  • Case: Apple 2006
  • Industry life cycles and evolution of markets
  • Case: Novartis
  • Partnership case: Intel (A): photolithography strategy in crisis
  • Organizational of innovation: structure, processes and incentives
  • Case: Abgenix and the XenoMouse
  • Appropriability: uniqueness and complementary assets
  • Case: Ember: developing the next ubiquitous network standard
  • Open standards, increasing returns, and propriety control
  • Case: Red Hat and the Linux revolution
  • Partnership case: Google and AOL
  • Horizontal / vertical strategies and the evolution of the value chain
  • Case: Nokia, Apple iPhone, and Google phone
  • Strategic management of platforms and ecosystems
  • Case: we’ve got rhythm! Medtronic Corporation’s cardiac pacemaker business
  • Case: Toyota Motor corporation: launching Prius
  • Organizational dynamics: overload, time-pacing, simple rules, and probing
  • Partnership case: Alza/Ciba (1): structuring a deal?
  • Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979
  • Case: Kodak and the digital revolution (A)
  • Selected student presentations
  • Conclusions and reflections

Readings

  • McGahan, Anita. “How Industries Change.” Harvard Business Review , October 1, 2004.
    Listed reading
  • Foster, R. “The S-curve: A New Forecasting Tool.” Chapter 4 in Innovation, The Attacker’s Advantage . New York, NY: Summit Books, Simon and Schuster, 1986, pp. 88-111. ISBN: 9780671622503.
    Listed reading
  • Utterback, James. “Invasion of a Stable Business by Radical Innovation.” Chapter 7 in Mastering the Dynamics of Innovation . Cambridge, MA: Harvard Business School Press, 1994. ISBN: 9780875843421.
    Listed reading
  • Moore, G. Crossing the Chasm . Revised ed. New York, NY: Harper Collins, 1999. (Read chapter 1 “High-Tech Marketing Illusion,” and chapter 2 “High-Tech Marketing Enlightenment,” pp. 9-62.) ISBN: 9780066620022.
    Listed reading
  • Christensen, Clayton. “How Can Great Firms Fail? Insights From the Hard Disk Industry.” Chapter 1 in The Innovator’s Dilemma . Cambridge, MA: Harvard Business School Press, 1997, pp. 3-28.
    Listed reading
  • SES #: 4 · TOPICS: Industry life cycles and evolution of markets · READINGS: No required reading
    Reading assignment
  • Tushman, Michael, and Wendy Smith. “Technological Change, Ambidextrous Organizations and Organizational Evolution.” In Companion to Organizations . Edited by J. Baum. Malden, MA: Wiley-Blackwell, 2002. ISBN: 9780631216940.
    Listed reading
  • Eisenhardt, Kathleen, and Charles Galunic. “Coevolving: At Last, A Way to Make Synergies Work.” Harvard Business Review , January 1, 2000.
    Listed reading
  • Eisenhardt, Kathleen, and Shona Brown. “Patching: Restitching Business Portfolios in Dynamic Markets.” Harvard Business Review , May 1, 1999.
    Listed reading
  • Henderson, Rebecca “Going for Growth: Managing Discontinuous Innovation.” Chapter 7 in Strategy and Technology . (forthcoming)
    Listed reading
  • SES #: 7 · TOPICS: Organizational of innovation: structure, processes and incentives · READINGS: No required reading
    Reading assignment
  • SES #: 8 · TOPICS: Case: Abgenix and the XenoMouse · READINGS: Henderson, Rebecca. “Making Money From Innovation.” Chapter 3 in Strategy and Technology . (forthcoming)
    Reading assignment
  • SES #: 9 · TOPICS: Appropriability: uniqueness and complementary assets · READINGS: No required reading
    Reading assignment
  • Shapiro, Carl, and Hal Varian. “The Art of Standards Wars.” California Management Review 41, no. 2 (1999): 8-32.
    Listed reading
  • Arthur, Brian. “ Increasing Returns and the New World of Business. ” Harvard Business Review , July 1, 1996. ↗
    Listed reading
  • SES #: 11 · TOPICS: Open standards, increasing returns, and propriety control · READINGS: No required reading
    Reading assignment
  • SES #: 12 · TOPICS: Case: Red Hat and the Linux revolution · READINGS: Henderson, Rebecca, and Kim Clark. “Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms.” Administrative Science Quarterly 35 (1990): 9-30.
    Reading assignment
  • SES #: 13 · TOPICS: Partnership case: Google and AOL · READINGS: Brown, Shona, and Kathleen Eisenhardt. “The Art of Continuous Change: Linking Complexity Theory and Time-paced Evolution in Relentlessly Shifting Organizations.” Administrative Science Quarterly 42 (1997): 1-34.
    Reading assignment
  • SES #: 14 · TOPICS: Horizontal / vertical strategies and the evolution of the value chain · READINGS: No required reading
    Reading assignment
  • Brandenburger, Adam, and Barry Nalebuff. Co-Opetition . New York, NY: Broadway Business, 1997. (Read chapter 1 “War and Peace,” chapter 2 “Co-Opetition,” and chapter 5 “Added Value,” pp. 3-39 and 110-158.) ISBN: 9780385479509.
    Listed reading
  • SES #: 16 · TOPICS: Strategic management of platforms and ecosystems · READINGS: No required reading
    Reading assignment
  • Repenning, Nelson, and John Sterman. “Nobody Ever Gets Credit For Fixing Problems That Never Happened.” California Management Review 43, no. 4 (2001): 64-88.
    Listed reading
  • Eisenhardt, Kathleen and Don Sull. “Strategy as Simple Rules.” Harvard Business Review , January 1, 2001.
    Listed reading
  • Eisenhardt, Kathleen and Shona Brown. “Time Pacing: Competing in Markets that Won’t Stand Still.” Harvard Business Review , March 1, 1998.
    Listed reading
  • Eisenhardt, Kathleen, Jean Kahwajy, and L. J. Bourgeois III. “How Management Teams Can Have a Good Fight.” Harvard Business Review , July 1, 1997.
    Listed reading
  • Eisenhardt, Kathleen. “Making Fast Strategic Decisions in High-Velocity Environments.” Academy of Management Journal 32 (1989): 543-576.
    Listed reading
  • SES #: 19 · TOPICS: Organizational dynamics: overload, time-pacing, simple rules, and probing · READINGS: No required reading
    Reading assignment
  • SES #: 20 · TOPICS: Partnership case: Alza/Ciba (1): structuring a deal? · READINGS: Hamel, Gary, Yves L. Doz, and C. K. Prahalad. “Collaborate With Your Competitors — And Win.” Harvard Business Review , January 1, 1989.
    Reading assignment
  • SES #: 21 · TOPICS: Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979 · READINGS: No required reading
    Reading assignment
  • SES #: 22 · TOPICS: Case: Kodak and the digital revolution (A) · READINGS: No required reading
    Reading assignment
  • SES #: 23 · TOPICS: Selected student presentations · READINGS: No required reading
    Reading assignment
  • SES #: 24 · TOPICS: Conclusions and reflections · READINGS: No required reading
    Reading assignment

Prerequisites & course information

Prereq: 15.910 , 15.911 , or permission of instructor G (Spring; second half of term) Not offered regularly; consult department 3-0-3 units

Sources