Strategic Management of Technology and Innovation
| Main Authors: | Burhelman, Robert A., Maidique, Modesto A., Wheelwright, Steven C. |
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| Format: | Book xiii, 990 halaman |
| Bahasa: | eng |
| Terbitan: |
MCGraw-Hill Book
, 1943
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| Subjects: | |
| Online Access: |
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Daftar Isi:
- Technology and innovation must be managed. That much is generally agreed on by thoughtful management scholars and practitioners. But can the management of technology and innovation be taught, and if so, how? What concepts, technigues, tools, and management processes facilitate successful technological innovations? The answers to these and several related guestions are of great interest to those academics and practitioners who concern themselves with organizations in which technology and innovation are vitally important. In the US, these concerns were heightened during the late 1970s and 1980s when it became clear that the US no longer enjoyed supremacy as the world's technological superpower. Japan, Korea, Germany, and other European and Asian countries had made major inroads in industries once considered unassailable US strongholds. At first it seemed that the challenge was mainly in the traditional, capital-intensive, heavy manufacturing industries such as steel and automobiles. But during the 1980s and early 1990s, the challenge broadened to include machine tools, consumer electronics, many aspects of semiconductors, computers, and telecommunications, aerospace, and some aspects of biotechnology. Hayes' and Abernathy's 1980 Harvard Business Review article, �Managing Our Way to Economic Decline,� signaled the growing awareness in the US that effective management of technological innovation was becoming a high-priority concern of US business. During the 1980s and early 1990s, the importance of technological innovation for competitive advantage, at the level of both the firm and the country, spurred research and the development of related teaching materials. Literally hundreds of universities, through their schools of engineering or business (or both), introduced or substantially expanded the management of technology and innovation as part of their curriculum and degree programs, as this field became a major topic of broad interest to students, managers, and academics. The first two editions of Strategic Management of Technology and Innovation contributed to the development of courses on this subject in many schools. In the background of these anxiety-provoking industrial developments and calls-to-arms, however, a new revolution was already in the making: the digital revolution. The first step in the digital revolution was the radical impact of microprocessor technology on computing and communications. The enormous growth of the demand for microprocessor-based personal computers created two new technological giants during the mid-1980s�Microsoft and Intel�that spawned entirely new ecosystems comprising thousands of new high-technology companies providing complementary products. The second step was the growing importance during the 1990s of digital networks for enterprise data communications, which created yet another new giant�Cisco�and also spawned a new ecosystem of new high-technology companies. These developments, in turn, enabled the emergence and fast growth of still other major informaton Processing companies such as Oracle, SAP, and Siebel Systems, among many others. The third step n the digital revolution was the enormous growth Sace the nnd-1990s of the Internet, which also created Decu ecosystems and literally Ihousands of new com pames including new giants such as AOL-Time Warner. Yahoo!. e-Bay, and Amazon.com. Without ex argeraung, it could be stated in 2000 that the Internet has affected all industrial and commercial activity and will bea change of the same or greater magnitude than the ingoduction of the automobile, electricity, and the telephone. The digitization of telecommunications �gupment. the adoptiion of digital broadband technologies, and the growth of wireless data and voice telecommunications are unfolding aspects of the digital revolution. The digital revolution has once again put the United States a1 the center of technological innovation. It also has increased the importance of technology and innovation as issues Of strategic concern for just about every company. Indeed, Intel's Chairman Andy Grove predicted that by 2005 only companies that have adopted the Internet as a mission-critical technology will survive. Hence, all companies will have to address technology as a critical element in their strategic management. In addition to the digital revolution, the realization of the long-anticipated biotechnological revolution also seem .mminent. Building on the first gene-splicing Yues developed in 1973, practical applications of cloning technologies have dramatically gained in power during the late 1990s. Such developments and the soon-to-be published documentation of the complete human genome promises to revolutionize the pharmaceutical and healthcare industries during the first half of the 21st century. This edition reflects and addresses these revolutionary developments. This new edition aims to achieve two important goals. The first is to provide continuity and refinements in terms of conceptual approach. We think this is important because it allows instructors to build further on their intellectual capital investments and deepens their ability to consider new developments and strategy guestions in a framework of cumulative knowledge development. The second goal is to provide change in terms of teaching material to reflect the evolving reality of technological innovation in leading companies and industries. We think this is important to help instructors maintain their courses up to date and to stimulate their own interest as well as that of their students. Conseguently, the third edition maintains and enhances the conceptual framework developed for the second edition. The power of that framework is demonstrated by its ability to integrate important new theoretical ideas, such as those related to �disruptive technologies.� At the same time, the teaching material for the third edition is almost completely new. Many new cases and industry notes that have been developed during 1994-1999 are included in the new edition.