Technology Strategy and Innovation Management

Edited by Michael J. Leiblein, Associate Professor of Business and Corporate Strategy, Fisher College of Business, Ohio State University, US and Arvids A. Ziedonis, Questrom School of Business, Boston University, US

• Contents:AcknowledgementsIntroduction 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 “Ideas”: 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 Frédéric 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’

‘The topics of technology strategy and innovation management are highly complex, often misunderstood, and frequently over-simplified. However, that is not because they are understudied. Precisely because these topics are so important, given their central role in competition, productivity, and economic growth, they have received a great deal of attention from management scholars, economists, sociologists, and other social scientists. Unfortunately, much of this research remains in academic journals, without context and meaning as an aggregate body of work. Professors Leiblein and Ziedonis have carefully articulated the key findings from this literature, organizing them around three general themes: creating, capturing, and delivering value, in a way that makes this important line of inquiry much more meaningful and accessible to practitioners and scholars alike. This is a timely and important book.’