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SES # TOPICS READINGS
A. Introduction and overview
1 What is technology strategy and why does it matter

Case

Amabile, Teresa M., and Susan Archambault. "E Ink." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-800-143, August 16, 1999.

Required Readings

McGahan, Anita. "How Industries Change." Harvard Business Review 82, no. 10 (2004): 86-94.

Christensen, Clayton M., Michael E. Raynor, and Matt Verlinden. "Skate to Where the Money Will Be." Harvard Business Review 79, no. 10 (2001): 72-81.

Recommended Readings

Christensen, Clayton M., and Michael E. Raynor. "Why Hard-nosed Executives Should Care about Management Theory." Harvard Business Review 81, no. 9 (2003): 66-74.
B. Creating value: Patterns of change in technologies and markets
2 Co-evolution of the demand opportunity and technological infrastructure

Case

Tripsas, Mary P., and Emily Thompson. "Lexar Media: The Digital Photography Company?" Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-805-062, October 15, 2004.

Required Readings

Gourville, John. "Eager Sellers and Stony Buyers: Understanding the Psychology of New Product Adoption." Harvard Business Review 84, no. 6 (2006): 98-106.

Ulwick, Anthony. "Turn Customer Input into Innovation." Harvard Business Review 80, no. 1 (2002): 91-97.

Leonard, Dorothy, and Jeffrey Rayport. "Spark Innovation through Empathic Design." Harvard Business Review 75, no. 6 (1997): 102-113.

Recommended Readings

Amazon logo Moore, Geoffrey. "High-tech Marketing Illusion," and "High-tech Marketing Enlightenment." Chapters 1 and 2 in Crossing the Chasm. New York, NY: Harper Collins, 2002. ISBN: 9780060517120.

Amazon logo Rogers, Everett. "Innovativeness and Adopter Categories." Chapter 7 in Diffusion of Innovations. New York, NY: Free Press, 2003. ISBN: 9780743222099.
3 Life-cycles, dominant designs, transitions and disruptions

Case

Gavetti, Giovanni, Rebecca Henderson, and Simona Giorgi. "Kodak and the Digital Revolution (A)." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-705-448, November 16, 2004.

Required Readings

Suarez, Fernando F., and Gianvito Lanzolla. "The Half-truth of First-mover Advantage." Harvard Business Review 83, no. 4 (2005): 121-127.

Henderson, Rebecca. "Breaking the Chains of Embedded Knowledge: Architectural Innovation as a Source of Competitive Advantage." Design Management Journal 2, no. 3 (1991): 43-47.

Recommended Readings

Henderson, Rebecca, and Kim Clark. "Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms." Administrative Science Quarterly 35, no. 1 (1990): 9-30.

Christensen, Clayton. "Exploring the Limits of the Technology S-Curve Part I: Component Technologies." Product and Operations Management 1, no. 4 (1992): 334-357.

Christensen, Clayton, and Joseph Bower. "Disruptive Technologies: Catching the Wave." Harvard Business Review 73, no. 1 (1995): 43-53.
4 Debrief and discussion on value creation

Case

Yoffie, David B., and Michael Slind. "Apple Computer, 2006." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-706-496, April 12, 2006.

Recommended Readings

Henderson, Rebecca. "Of Life Cycles Real and Imaginary: The Unexpectedly Long Old Age of Optical Lithography." Research Policy 24, no. 4 (1995): 631-643.

Tripsas, Mary, and Giovanni Gavetti. "Capabilities, Cognition and Inertia: Evidence from Digital Imaging." Strategic Management Journal 21, no. 10-11 (2000): 1147-1161.

Tripsas, Mary. "Unraveling the Process of Creative Destruction: Complementary Assets and Incumbent Survival in the Typesetter Industry." Strategic Management Journal 18, (Summer 1997): 119-142.
C. Capturing value: Making a distinctive contribution
5 Appropriability, uniqueness and resources

Case

Henderson, Rebecca, and Nancy Confrey. "Ember Corp.: Developing the Next Ubiquitous Network Standard." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-703-448, February 3, 2003.

Required Readings

Collis, David, and Cynthia Montgomery. "Competing on Resources: Strategy in the 1990s." Harvard Business Review 73, no. 4 (1995): 118-128.

Teece, David. "Capturing Value from Knowledge Assets: The New Economy, Markets for Know-how and Intangible Assets." California Management Review 40, no. 3 (1998): 55-79.

Recommended Readings

———. "Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy." Research Policy 15, no. 6 (1986): 285-305.
6 Systems, solutions and standards

Case

Tripsas, Mary. "Adobe® Systems, Inc." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-801-199, December 5, 2000.

Required Readings

Moore, James F. "Predators and Prey: A New Ecology of Competition." Harvard Business Review 71, no. 3 (1993): 75-86.

Iansiti, Marco. "Strategy as Ecology." Harvard Business Review 82, no. 3 (2004): 68-78.

Shapiro, Carl, and Hal Varian. "The Art of Standards Wars." California Management Review 41, no. 2 (1999): 8-32.

Recommended Readings

Cusumano, Michael, Yiorgos Mylonadis, and Richard Rosenbloom. "Strategic Maneuvering and Mass Market Dynamics: The Triumph of VHS Over Beta." Business History Review 66, no. 1 (1992): 51-94.

Arthur, Brian. "Increasing Returns and the New World of Business." Harvard Business Review 74, no. 4 (1996): 100-111.
7 Architecture, interfaces, modularity and platforms

Cases

Baldwin, Carliss, and Kim Clark. "Managing in an Age of Modularity." Harvard Business Review 75, no. 5 (1997): 84-93.

Chesbrough, Henry W., and David J. Teece. "Organizing for Innovation: When Is Virtual Virtuous?" Harvard Business Review 80, no. 8 (2002): 127-135.

Recommended Readings

Baldwin, Carliss, and Kim Clark. "Architectural Innovation and Dynamic Competition: The Smaller 'Footprint' Strategy." Harvard Business School Working Paper 07-014, August 2006.

Christensen, Clayton, Matt Verlinden, and George Westerman. "Disruption, Disintegration and the Dissipation of Differentiability." Industrial and Corporate Change 11, no. 5 (2002): 955-993.

Christensen, Clayton. "Exploring the Limits of the Technology S-Curve Part II: Architectural Technologies." Product and Operations Management 1, no. 4 (1992): 358-366.
8 Debrief and discussion on value capture

Cases

Al-Najjar, Nabil, and David Besanko. "Motorola in the Wireless Handset Market." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: KEL023, January 1, 2000.

Burgelman, Robert A., and Philip Meza. "Nokia Beyond 2003: A Mobile Gatekeeper?" Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: SM113, June 25, 2003.

Eisenmann, Thomas, and Fernando F. Suarez. "Symbian: Setting the Mobility Standard." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-804-076, October 21, 2003.
D. Deciding on value: Tough choices, limited time and incomplete information
9 Constructive conflict, uncertainty and real options

Case

MacCormack, Alan, and Kerry Herman. "Red Hat and the Linux® Revolution." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-600-009, November 5, 1999.

Required Readings

Eisenhardt, Kathleen M., Jean L. Kahwajy, and L. J. Bourgeois III. "How Management Teams Can Have a Good Fight." Harvard Business Review 76, no. 2 (1997): 77-85.

Eisenhardt, Kathleen M. "Making Fast Strategic Decisions in High-velocity Environments." Academy of Management Journal 32, no. 3 (1989): 543-576.

Courtney, Hugh, Jane Kirkland, and Patrick Viguerie. "Strategy under Uncertainty." Harvard Business Review 75, no. 6 (1997): 67-79.

Recommended Readings

Garvin, David, and Michael Roberto. "What You Don't Know about Making Decisions." Harvard Business Review 79, no. 8 (2001): 108-116.

Mankins, Michael, and Richard Steele. "Stop Making Plans: Start Making Decisions." Harvard Business Review 84, no. 1 (2006): 76-84.

Copeland, Tom, and Peter Tufano. "A Real-world Way to Manage Real Options." Harvard Business Review 82, no. 3 (2004): 90-99.

Luherman, Timothy. "Investment Opportunities as Real Options: Getting Started on the Numbers." Harvard Business Review 76, no. 4 (1998).

———. "Strategy as a Portfolio of Real Options." Harvard Business Review 76, no. 5 (1998).
E. Delivering value: The dynamics of organizations
10 Simple rules, active waiting and avoiding overload

Case

Reinhardt, Forest L., Dennis A. Yao, and Masako Egawa. "Toyota Motor Corp.: Launching Prius." Harvard Business School Case. Boston, MA: Harvard Business School Publishing. Case: 9-706-458, January 13, 2006.

Required Readings

Eisenhardt, Kathleen M., and Donald Sull. "Strategy as Simple Rules." Harvard Business Review 79, no. 1 (2001): 106-116.

Sull, Donald. "Strategy as Active Waiting." Harvard Business Review 83, no. 9 (2005): 120-129.

Eisenhardt, Kathleen M., and Shona L. Brown. "Time Pacing: Competing in Markets That Won't Stand Still." Harvard Business Review 76, no. 2 (1998): 59-69.

Repenning, Nelson P. "Understanding Fire Fighting in New Product Development." Journal of Product Innovation Management 18, no. 5 (2001): 285-300.
F. Summary
11 Recap and summary
12 Student presentations
13 Student presentations (cont.)