| |
| |
| Preface | |
| |
| |
| |
| Introduction And Overview | |
| |
| |
| |
| Innovation Streams, Organization Designs, and Organizational Evolution | |
| |
| |
| |
| |
| Capabilities, Cognition, and Inertia: Evidence from Digital Imaging | |
| |
| |
| |
| |
| Innovation Over Time And In Historical Context | |
| |
| |
| Technology Cycles | |
| |
| |
| |
| Managing Through Cycles of Technological Change | |
| |
| |
| |
| |
| Technological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry | |
| |
| |
| |
| Discontinuous Innovation, Disruptive Technology, and Technological Substitution | |
| |
| |
| |
| Gunfire at Sea: A Case Study of Innovation | |
| |
| |
| |
| |
| Customer Power, Strategic Investment, and The Failure of Leading Firms | |
| |
| |
| |
| |
| Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Existing Firms | |
| |
| |
| |
| |
| The Dynamics of Standing Still: Firestone Tire and Rubber and the Radial Revolution | |
| |
| |
| |
| Dominant Designs | |
| |
| |
| |
| The Panda's Thumb of Technology | |
| |
| |
| |
| |
| The Art of Standards Wars | |
| |
| |
| |
| |
| Managing in an age of modularity | |
| |
| |
| |
| Era of Incremental Change | |
| |
| |
| |
| Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement | |
| |
| |
| |
| |
| Tailoring Process Management to Situational Requirements: Beyond the Control and Exploration Dichotomy | |
| |
| |
| |
| |
| Organization Architectures And Managing Innovation | |
| |
| |
| |
| Managerial Problem Solving: A Congruence Approach | |
| |
| |
| |
| |
| Building Your Company's Vision | |
| |
| |
| |
| |
| Managing Professional Careers: The Influence of Job Longevity and Group Age | |
| |
| |
| |
| |
| Strong Cultures and Innovation: Oxymoron or Opportunity | |
| |
| |
| |
| |
| Understanding Power in Organizations | |
| |
| |
| |
| |
| The Weird Rules of Creativity | |
| |
| |
| |
| |
| The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change | |
| |
| |
| |
| |
| Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development | |
| |
| |
| |
| |
| Innovation And Business Strategy | |
| |
| |
| |
| Dynamic Capabilities and Strategic Management | |
| |
| |
| |
| |
| Strategy, Value Innovation, and the Knowledge Economy | |
| |
| |
| |
| |
| Crafting R&D Project Portfolios | |
| |
| |
| |
| |
| Knowledge, Learning, And Intellectual Capital | |
| |
| |
| |
| Making the Most of Your Company's Knowledge: A Strategic Framework | |
| |
| |
| |
| |
| Crisis Construction and Organizational Learning: Capability Building in Catching-up at Hyundai Motor | |
| |
| |
| |
| |
| Learning From Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries | |
| |
| |
| |
| |
| Organizing Knowledge | |
| |
| |
| |
| |
| Managing Linkages | |
| |
| |
| Cross-Functional Linkages | |
| |
| |
| |
| Organizing and Leading "Heavyweight" Development Teams | |
| |
| |
| |
| |
| Making Teamwork Work: Boundary Management in Product Development Teams | |
| |
| |
| |
| Organizational Linkages | |