This essential volume brings together contributions by leading scholars in strategic management, which analyse contemporary thought in complex, knowledge-intensive and dynamic environments. This set of scholarly articles examines the unique challenges posed in these settings and explores the logic that may be used to evaluate innovative investment proposals. It also considers how to capture value from assets in product or knowledge markets, and how to design organizations to assemble resources in innovative settings. This important collection, with an original introduction by the editors, will be of great value to academics and practitioners interested in technology strategy and innovation management.
Contents: Acknowledgements Introduction Michael J. Leiblein and Arvids A. Ziedonis PART I TYPES OF INNOVATION 1. Michael L. Tushman and Philip Anderson (1986), 'Technological Discontinuities and Organizational Environments' 2. Rebecca M. Henderson and Kim B. Clark (1990), 'Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms' 3. Clayton M. Christensen and Joseph L. Bower (1996), 'Customer Power, Strategic Investment, and the Failure of Leading Firms' PART II CAPTURING VALUE FROM INNOVATION 4. David J. Teece (1986), 'Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy' 5. Richard C. Levin, Alvin K. Klevorick, Richard R. Nelson and Sidney G. Winter (1987), 'Appropriating the Returns from Industrial Research and Development' 6. Sidney G. Winter (2000), 'Appropriating the Gains from Innovation' 7. Joshua S. Gans and Scott Stern (2003), 'The Product Market and the Market for IdeasA": Commercialization Strategies for Technology Entrepreneurs' 8. Ashish Arora and Marco Ceccagnoli (2006), 'Patent Protection, Complementary Assets, and Firms' Incentives for Technology Licensing' 9. Mary Tripsas (1997), 'Unraveling the Process of Creative Destruction: Complementary Assets and Incumbent Survival in the Typesetter Industry' PART III DELIVERING INNOVATIVE VALUE THROUGH RESOURCE ALLOCATION AND ORGANIZATION ACTIVITY 10. Wesley M. Cohen and Daniel A. Levinthal (1990), 'Absorptive Capacity: A New Perspective on Learning and Innovation' 11. Lee Fleming and Olav Sorenson (2004), 'Science as a Map in Technological Search' 12. Jack A. Nickerson and Todd R. Zenger (2004), 'A Knowledge-based Theory of the Firm - The Problem-Solving Perspective' 13. Iain M. Cockburn, Rebecca M. Henderson and Scott Stern (2000), 'Untangling the Origins of Competitive Advantage' PART IV DELIVERING INNOVATIVE VALUE THROUGH INTER-ORGANIZATIONAL DRIVERS 14. Gary P. Pisano (1990), 'The R&D Boundaries of the Firm: An Empirical Analysis' 15. Walter W. Powell, Kenneth W. Koput and Laurel Smith-Doerr (1996), 'Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology' 16. David C. Mowery, Joanne E. Oxley and Brian S. Silverman (1996), 'Strategic Alliances and Interfirm Knowledge Transfer' 17. Michael J. Leiblein, Jeffrey J. Reuer and Frederic Dalsace (2002), 'Do Make or Buy Decisions Matter? The Influence of Organizational Governance on Technological Performance' 18. Joanne E. Oxley and Rachelle C. Sampson (2004), 'The Scope and Governance of International R&D Alliances' 19. Gautam Ahuja and Riitta Katilla (2001), 'Technological Acquisitions and the Innovation Performance of Acquiring Firms: A Longitudinal Study' PART V REAL OPTIONS 20. Rita Gunther McGrath (1997), 'A Real Options Logic for Initiating Technology Positioning Investments' 21. Bruce Kogut and Nalin Kulatilaka (2001), 'Capabilities as Real Options' 22. Timothy B. Folta and Jonathan P. O'Brien (2004), 'Entry in the Presence of Dueling Options' 23. Michael J. Leiblein and Arvids A. Ziedonis (2007), 'Deferral and Growth Options Under Sequential Innovation' 24. Arvids A. Ziedonis (2007), 'Real Options in Technology Licensing' 25. Ron Adner and Daniel A. Levinthal (2004), 'What Is Not A Real Option: Considering Boundaries for the Application of Real Options to Business Strategy'
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