Description
Book SynopsisAn interdisciplinary team of researchers provides guidance on how managers need to change their business practices to address innovations such as biotechnology, information technology, the Internet, and advanced material. George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor of Marketing.
Trade Review"New technologies are transforming markets, businesses, and society at an ever-increasing rate. We have a critical need for better road maps for managing our way through this new terrain. This book offers critical insights and useful new models for thinking through these challenges." -Professor Thomas Gerrity, Director of the Wharton e-Commerce Forum "Wharton on Managing Emerging Technologies covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems." -Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor, Competing on the Edge: Strategy As Structured Chaos "Wharton on Managing Emerging Technologies offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement. The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge." -Jerry Karabelas, PhD, CEO, Novartis Pharma AG
Table of ContentsChapter 1. A Different Game (George S. Day and Paul J.H. Schoemaker).
Chapter 2. Avoiding the Pitfalls of Emerging Technologies (George S. Day and Paul J.H. Schoemaker).
PART I. ASSESSING TECHNOLOGIES.
Chapter 3. Technology Speciation and the Path of Emerging Technologies (Ron Adner and Daniel A. Levinthal).
Chapter 4. Identification and Assessment of Emerging Technologies. (D. S. Doering and Roch Parayre).
Chapter 5. Emerging Technologies and Public Policy: Lessons from the Internet (Gerald R. Faulhaber).
PART II. MANAGING MARKETS.
Chapter 6. Assessing Future Markets for New Technologies (George s. Day).
Chapter 7. Technology Strategy in Lumpy Market Landscapes (Ian C. MacMillan and Rita Gunther McGarth).
Chapter 8. Commercializing Emerging Technology through Complementary Assets. (Mary Tripsas).
PART III. MAKING STRATEGY.
Chapter 9. Disciplined Imagination: Strategy Making in Uncertain Environments (Gabriel Szulanski with Kruti Amin).
Chapter 10. Scenario Planning for Disruptive Technologies (Paul J.H. Schoemaker and V. Michael Mavaddat).
Chapter 11. Appropriating the Gains from Innovation (Sidney G. Winter).
PART IV. INVESTING FOR THE FUTURE.
Chapter 12. Managing Real Options (William F. Hamilton).
Chapter 13. Financing Strategies and Venture Capital (Franklin Allen and John Percival).
Chapter 14. Innovative Financial Strategies for Biotechnology Ventures (Paul J.H. Schoemaker and Alan C. Shapiro).
PART V. RETHINKING THE ORGANIZATION.
Chapter 15. Managing Dynamic Knowledge Networks (Lori Rosenkopf).
Chapter 16. Using Alliances to Build Competitive Advantage in Emerging Technologies (Jeffrey H. Dyer and Harbir Singh).
Chapter 17. The Design of New Organizational Forms (Jennifer Herber, Jitendra V. Singh and Michael Useem).
Chapter 18. Designing the Customized Workplace (John R. Kimberly and Hamid Bouchikhi).
Notes.
Index.
