Managing the Innovation Process

Readings

LEC #	Topics	Required Readings	Supplemental Readings
1	Introduction and Overview	No readings for this lecture.
2-3	Origin of the Process	Required Readings 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. Morison, E. Gunfire at sea: A case study of innovation, Men, machines, and modern times. Cambridge, MA: MIT Press, 1966, pp. 17-44. Case Analysis Plus Development Corporation (A) (HBS case 9-687-001)	Hounshell, D. From the American system to mass production, 1800-1932. Baltimore, MD: The Johns Hopkins University Press, 1984, Introduction, pp. 1-13. 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. Tedlow, R. Giants of enterprise: seven business innovators and the empires they built, 2001. New York: HarperBusiness, Introduction: The big picture, pp. 1-10.
4-5	Individual Contributions	Required Readings 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. Roberts, E., and Fusfeld, A. “Staffing the innovative technology-based organization.” Sloan Management Review 19-34 (1981). Case Analysis Corporate New Ventures at Procter & Gamble (HBS case 9-897-088)	Kelley, R., and Caplan, J. “How Bell Labs creates star performers.” Harvard Business Review 71(4) (1993): pp. 128-139. Nemeth, C. “Managing innovation: When less is more.” California Management Review 40(1) (1997): pp. 59-74. Shapero, A. “Managing creative professionals.” Research-Technology Management, March-April 23-28, 1985.
6-7	Technical Communication	Required Readings Allen, T. Managing the flow of technology . Cambridge, MA: MIT Press. Chapter 3: The communication system in technology: An overview, 1977, pp. 35-57. Tushman, M. Special boundary roles in the innovation process. Administrative Science Quarterly, 22,1977, 587-605. Case Analysis The Medtek Corporation (HBS case 9-400-024)	Ebadi, Y., & Utterback, J. The effects of communication on technological innovation. Management Science, 30(5), 1984, 572-585. Pelz, D., & Andrews, F. Scientists in organizations: Productive climates for research and development. New York: Wiley. Chapter 3: Communication, 1966, pp. 35-53. 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.
8-9	Cross-Functionality	Clark, K., & Wheelwright, S. Organizing and leading “heavyweight” development teams. California Management Review, 34(3), 1992, 9-28. Dougherty, D. Interpretive barriers to successful product innovation in large firms. Organization Science, 3(2), 1992, 179-202. Case Analysis Business Teams at Rubbermaid, Inc. (HBS case 9-897-165)	Ancona, D., & Caldwell, D. Demography and design: Predictors of new product team performance. Organization Science, 3(3),1992, 321-341. Eisenhardt, K., & Tabrizi, B. Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40(1), 1995, 84-110. 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
10-11	Geographic Dispersion	Required Readings Cramton, C. Finding common ground in dispersed collaboration. Organizational Dynamics 30(4), (2003): pp. 356-367. 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. Case Analysis Unilever’s Butter-Beater: Innovation for Global Diversity (HBS case 9-698-017)	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. 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. 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.
12-13	Intra-Organizational Networks	Required Readings Burt, R. “Chapter 1: The social structure of competition.” In Structural holes. Cambridge, MA: Harvard University Press, 1992, pp. 8-49. Krackhardt, D., and J. Hanson. “Informal networks: The company behind the chart.” In Harvard Business Review. (July-August, 1993): pp. 104-113. Case Analysis Digital Equipment Corporation: The Kodak Outsourcing Agreement (A) (HBS case 9-191-039)	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. 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. Rogers, E. “Chapter 1: Elements of diffusion.” In The diffusion of innovations. New York: Free Press., 1995, pp. 1-37.
14-15	Inter-Organizational Networks	Required Readings Wolpert, J. “Breaking out of the innovation box.” Harvard Business Review, (August, 2003): pp. 76-83. Hargadon, A. “Firms as knowledge brokers: Lessons in pursuing continuous innovation.” California Management Review 40(3), (1998): 209-227. Case Analysis Molding the Impossible: The NYPRO/Vistakon Disposable Contact Lens Project (HBS case 9-694-062)	Ahuja, G. “Collaboration networks, structural holes, and innovation: A longitudinal study.” Administrative Science Quarterly 45(3), (2000): pp. 425-455. 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. 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.
16-17	Organizational Features	Required Readings Leonard-Barton, D. “Chapter 5: Experimenting and prototyping.” In Wellsprings of knowledge. Boston, MA: Harvard Business School Press, 1995, pp. 111-134. O’Connor, G., and M. Rice. “Opportunity recognition and breakthrough innovation in large established firms.” California Management Review 43(2), (2001): pp. 95-116. Case Analysis Sun Microsystems, Inc. (A) (HBS case 9-686-133)	Markides, C. “Strategic innovation.” Sloan Management Review, 38(3), (1997): 9-23. 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. 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.
18-19	Organizational Learning	Required Readings Cohen, W, and D. Levinthal. “Absorptive capacity: A new perspective on learning and innovation.” Administrative Science Quarterly 35, 128-152. (1990): pp. 128-142. 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. Case Analysis Innovation at 3M Corp. (A) (HBS case 9-699-012)	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. 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. Tyre, M., and W. Orlikowski. “Exploiting opportunities for technological improvement in organizations.” Sloan Management Review, 35(1), (1993): pp. 13-26.
20-21	Market Changes	Required Readings 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. 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. Case Analysis Monsanto Co.: The Coming of Age of Biotechnology (HBS case 9-596-034)	Anderson, P., and M. Tushman. “Managing through cycles of technological change.” Research-Technology Management. (May-June, 1991): pp. 26-31. Christensen, C. “Exploring the limits of the technology S-curve. Part I: Component technologies.” Production and Operations Management, 1(4), (1992): pp. 334-357. 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.
22	Industry Variability	Speaker - Michael Meyer, Product Strategy Practice Leader, IDEO Boston. Case Analysis - no case analysis this week
23-24	Standards, Patents, & Open Source	Required Readings David, P. “Clio and the economics of QWERTY.” American Economic Review, 75, (1985): pp. 332-337. Raymond, E. The cathedral and the bazaar. Cambridge, MA: O’Reilly & Associates, 1999. Case Analysis Outrage in Cyberspace: CompuServe and the GIF Patent (HBS case 9-296-057)	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. 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. von Hippel, E. “Innovation by user communities: Learning from open-source software.” Sloan Management Review, 42(4), (2001): pp. 82-86.
25	Course Wrap-up