MGMT 731 –Technology Strategy |
This course presents tools necessary for managing businesses involved in or affected by technological innovation. It does so by developing and applying conceptual models concerned with creating, capturing, and delivering value. The course is designed to meet the needs of future managers, entrepreneurs, consultants, or bankers who must understand the interactive role of technology and organization in deriving competitive advantage. The first half of the course focuses on analytic frameworks for managing the innovation process. This segment examines the patterns and sources of technological change and the mechanisms for capturing the economic benefits from innovation. The second half of the course studies the strategic and organizational challenges involved in managing technological innovation. Case studies throughout the course will offer opportunities to apply the frameworks. |
I. INTRODUCTION TO TECHNOLOGY STRATEGY
Session 1: What is technology strategy? [March 17]
Read: G. Moore (1999), Crossing the Chasm, Harper Business Press. Chapters 1 and 2.
Study questions: According to Moore, what are the key challenges of managing technological
innovation? What are other unique factors in innovation management and strategy?
II. CREATING VALUE: PATTERNS OF CHANGE IN TECHNOLOGIES AND
MARKETS
Session 2: Evolution of Technology Markets (1) [March 19]
Read: R. Foster (1996), “The S-Curve: A New Forecasting Tool,” Innovation: The Attacker’s
Advantage, Summit Books, Simon and Schuster: NY, Chapter 4, pp. 88-111.
J. Utterback (1994), “Dominant Designs and the Survival of Firms” Chapter 2 in Mastering the
Dynamics of Innovation, Harvard Business School Press, pp. 23-55.
Study question: (1) Make a list of factors you believe are most important in determining the rate
at which technology improves and diffuses into the market. How does diffusion depend on the
continued evolution of the technology? (2) What is a dominant design? How is it established? In
what industries do you think this model is most appropriate?
Session 3: Evolution of Technology Markets (2) [March 24]
Read: J. Utterback (1994), “Innovation and Industrial Evolution,” Chapter 4 in Mastering the
Dynamics of Innovation, Harvard Business School Press, pp. 79-102.
Case: “Sony Corporation: Car Navigation Systems,” HBS 9-597-032.
Study questions: What are the obstacles to- and potential drivers-of car navigator adoption in
untapped markets?
For next time: a one to three page outline/summary of the idea for your final paper is due at
5pm.
III. CAPTURING VALUE: PROFITING FROM INNOVATION
Session 4: Earning Value from Innovation (1) [March 26]
Read: D. Teece (2000), “Market Entry Strategies for Innovators: Avoiding Pyrrhic Victories,” in
Managing Intellectual Capital, Oxford University Press, pp. 91-113. 4
“A Market for Ideas: A Survey of Intellectual Property Protection,” October 22, 2005, The
Economist. Read pp. 3-12, skim the rest.
Study question: What are the ways in which innovators can capture the value they create?
Session 5: Earning Value from Innovation (2) [March 31]
Read: J. Gans and S. Stern, “The Product Market and the Market for Ideas: Commercialization
Strategies for Technology Entrepreneurs,” Research Policy, 2003.
Case: “Abgenix and the XenoMouse,” HBS case 9-501-061.
Study questions: (1) What are the key determinants of whether firms will be able to profit from
innovation in different economic environments? Would you add any additional factors? (2) What
are the pros and cons of the different actions available to the managers at Abgenix? Which action
would you recommend to Abgenix? Why?
Session 6: Optional Class – work on completing your final paper [April 2]
While regular class is cancelled, I will bring coffee to the classroom for anyone who would like
to come and chat and speculate about any area of technology and organization. I will come with
a few current event topics to get us started; other details TBD.
Session 7: Strategy in Standards-Oriented Technology Markets [April 7]
Read: C. Shapiro and H. Varian (1999), “The Art of Standards Wars,” California Management
Review, Vol. 41, pp. 8-32.
Optional: A. McGahan, L. Vadasz, and D. Yoffie (1997), “Creating Value and Setting
Standards: The Lessons of Consumer Electronics for Personal Digital Assistants,” in Competing
in the Age of Digital Convergence, Harvard Business School Press. Focus on pages 239-254.
Study question: What are the managerial dilemmas posed by technology standards? How would
you resolve them?
IV. DELIVERING VALUE: ORGANIZATIONAL COMPETENCE
Session 8: How and When do Established Firms Fail to Capitalize? [April 9]
Read: C. Christensen (1997), “How Can Great Firms Fail? Insights from the Hard Disk
Industry,” in The Innovator’s Dilemma, Harvard Business School Press. 5
R. Henderson and K. Clark (1990), “Architectural Innovation: The Reconfiguration of Existing
Product Technologies and the Failure of Established Firms,” Administrative Science Quarterly.
Read pages 9-19 only.
Study question: What do you consider to be the key management challenges to maintaining
technological and market leadership? What solutions would you suggest to overcome them?
Session 9: Preparing and Responding to Disruptive Technology [April 14]
Case: R.R. Donnelley and Sons: The Digital Division, HBS 9-396-154.
Study questions: Should Donnelley have entered the digital business in the first place? Why or
why not? Given that they did enter, was it a good idea to set up a separate division? What should
the firm’s strategy be going forward?
Session 10: Organizing for Innovation (1) [April 16]
Read: W. Cohen and D. Levinthal (1990), “Absorptive Capacity: A New Perspective on
Learning and Innovation,” Administrative Science Quarterly, Vol. 35. Read pages 128-138 only.
H. Chesbrough and D. Teece (1996). “Organizing for Innovation: When Is Virtual Virtuous?”
Harvard Business Review, August 2002.
Study questions: How much “basic” vs. “applied” research should a firm invest in? How can
employees best be motivated for innovative productivity? What are the key determinants of how
a firm should access external knowledge and innovation?
Session 11: Organizing for Innovation (2) [April 21]
Read: J. Surowiecki (2004), introduction to The Wisdom of Crowds, Anchor Books, pp. 3-22.
Case: Cambrian House, HBS 9-608-016.
Study question: Under what circumstances is crowdsourcing likely to yield superior innovative
outcomes for organizations?
Session 12: Putting Development Strategy to Work and Course Wrap-up [April 23]
Case: Kodak, HBS Case 9-703-503.
Study questions: (1) Review your notes and thoughts. What are the most important management
lessons from this course? (2) What should Kodak’s corporate strategy be in the face of the
emerging digital revolution? |
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大学英语、实用英语
