| 0. Introduction |
| 1 |
Creating, capturing, and delivering value with technology strategy |
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| I. Creating value: technology, market, and organizational perspectives |
| 2 |
Case: eInk |
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| 3 |
Case: Apple 2006 |
Paper 1 due |
| 4 |
Industry life cycles and evolution of markets |
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| 5 |
Case: Novartis |
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| 6 |
Partnership case: Intel (A): photolithography strategy in crisis |
Paper 2 due |
| 7 |
Organizational of innovation: structure, processes and incentives |
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| II. Capturing value: appropriability, competition, and interdependence |
| 8 |
Case: Abgenix and the XenoMouse |
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| 9 |
Appropriability: uniqueness and complementary assets |
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| 10 |
Case: Ember: developing the next ubiquitous network standard |
Paper 3 due |
| 11 |
Open standards, increasing returns, and propriety control |
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| 12 |
Case: Red Hat and the Linux revolution |
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| 13 |
Partnership case: Google and AOL |
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| 14 |
Horizontal / vertical strategies and the evolution of the value chain |
Paragraph outlining final paper topic due |
| 15 |
Case: Nokia, Apple iPhone, and Google phone |
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| 16 |
Strategic management of platforms and ecosystems |
Paper 4 due |
| III. Delivering value: organizational dynamics and inter-firm relationships |
| 17 |
Case: we've got rhythm! Medtronic Corporation's cardiac pacemaker business |
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| 18 |
Case: Toyota Motor corporation: launching Prius |
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| 19 |
Organizational dynamics: overload, time-pacing, simple rules, and probing |
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| 20 |
Partnership case: Alza/Ciba (1): structuring a deal? |
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| 21 |
Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979 |
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| IV. Practicing technology strategy |
| 22 |
Case: Kodak and the digital revolution (A) |
Presentation slides due |
| 23 |
Selected student presentations |
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| 24 |
Conclusions and reflections |
Final paper due |