Technology Strategy

Readings

SES #	TOPICS	READINGS
0. Introduction
1	Creating, capturing, and delivering value with technology strategy
I. Creating value: technology, market, and organizational perspectives
2	Case: eInk	McGahan, Anita. “How Industries Change.” Harvard Business Review, October 1, 2004. 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. 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.
3	Case: Apple 2006	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. 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.
4	Industry life cycles and evolution of markets	No required reading
5	Case: Novartis	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. Eisenhardt, Kathleen, and Charles Galunic. “Coevolving: At Last, A Way to Make Synergies Work.” Harvard Business Review, January 1, 2000.
6	Partnership case: Intel (A): photolithography strategy in crisis	Eisenhardt, Kathleen, and Shona Brown. “Patching: Restitching Business Portfolios in Dynamic Markets.” Harvard Business Review, May 1, 1999. Henderson, Rebecca “Going for Growth: Managing Discontinuous Innovation.” Chapter 7 in Strategy and Technology. (forthcoming)
7	Organizational of innovation: structure, processes and incentives	No required reading
II. Capturing value: appropriability, competition, and interdependence
8	Case: Abgenix and the XenoMouse	Henderson, Rebecca. “Making Money From Innovation.” Chapter 3 in Strategy and Technology. (forthcoming)
9	Appropriability: uniqueness and complementary assets	No required reading
10	Case: Ember: developing the next ubiquitous network standard	Shapiro, Carl, and Hal Varian. “The Art of Standards Wars.” California Management Review 41, no. 2 (1999): 8-32. Arthur, Brian. “Increasing Returns and the New World of Business.” Harvard Business Review, July 1, 1996.
11	Open standards, increasing returns, and propriety control	No required reading
12	Case: Red Hat and the Linux revolution	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.
13	Partnership case: Google and AOL	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.
14	Horizontal / vertical strategies and the evolution of the value chain	No required reading
15	Case: Nokia, Apple iPhone, and Google phone	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. Additional articles
16	Strategic management of platforms and ecosystems	No required reading
III. Delivering value: organizational dynamics and inter-firm relationships
17	Case: we’ve got rhythm! Medtronic Corporation’s cardiac pacemaker business	Repenning, Nelson, and John Sterman. “Nobody Ever Gets Credit For Fixing Problems That Never Happened.” California Management Review 43, no. 4 (2001): 64-88. Eisenhardt, Kathleen and Don Sull. “Strategy as Simple Rules.” Harvard Business Review, January 1, 2001. Eisenhardt, Kathleen and Shona Brown. “Time Pacing: Competing in Markets that Won’t Stand Still.” Harvard Business Review, March 1, 1998.
18	Case: Toyota Motor corporation: launching Prius	Eisenhardt, Kathleen, Jean Kahwajy, and L. J. Bourgeois III. “How Management Teams Can Have a Good Fight.” Harvard Business Review, July 1, 1997. Eisenhardt, Kathleen. “Making Fast Strategic Decisions in High-Velocity Environments.” Academy of Management Journal 32 (1989): 543-576.
19	Organizational dynamics: overload, time-pacing, simple rules, and probing	No required reading
20	Partnership case: Alza/Ciba (1): structuring a deal?	Hamel, Gary, Yves L. Doz, and C. K. Prahalad. “Collaborate With Your Competitors — And Win.” Harvard Business Review, January 1, 1989.
21	Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979	No required reading
IV. Practicing technology strategy
22	Case: Kodak and the digital revolution (A)	No required reading
23	Selected student presentations	No required reading
24	Conclusions and reflections	No required reading