ECONOMIA DEL CAMBIAMENTO TECNOLOGICO Prof. Tommaso

ECONOMIA DEL CAMBIAMENTO TECNOLOGICO Prof. Tommaso Minola Settembre 2014 A. TESTI DI RIFERIMENTO GESTIONE DELL’INNOVAZIONE -‐ Melissa Schilling McGraw-‐Hill, Gennaio 2009 Questo manuale si rivolge agli studenti dei corsi dove l’innovazione gioca un ruolo decisivo per comprendere le strategie e i comportamenti delle imprese nonché le scelte dei consumatori. La prima parte descrive i fondamenti delle dinamiche dell’innovazione. Nella seconda parte del testo si presenta il processo di definizione dell’orientamento strategico e di sviluppo di una strategia di innovazione, illustrando i criteri di valutazione dei progetti di innovazione, le strategie di collaborazione e i meccanismi di protezione dei diritti di proprietà. La terza parte del volume analizza il processo di implementazione della strategia di innovazione e affronta le implicazioni della struttura aziendale sulla strategia di innovazione, la gestione del processo di sviluppo dei nuovi prodotti, la creazione e la gestione dei team di sviluppo e la definizione delle strategie di marketing dell’innovazione. INDICE CAPITOLO 1 INTRODUZIONE 5.1 Temi del capitolo 1.1 L’importanza dell’innovazione tecnologica 5.2 I vantaggi del first mover 1.2 L’impatto dell’innovazione tecnologica sulla 5.3 I fattori che determinano la strategia società d’entrata ottimale 1.3 Innovazione e impresa: l’importanza di una 5.4 Le strategie per il miglioramento delle opzioni strategia di timing PARTE PRIMA: LE DINAMICHE Il tempo delle fate: il caso Winx DELL’INNOVAZIONE TECNOLOGICA PARTE SECONDA: L’ELABORAZIONE DI UNA CAPITOLO 2 LE FONTI DELL’INNOVAZIONE STRATEGIA DI INNOVAZIONE TECNOLOGICA La PillCamera di Given Imaging CAPITOLO 6 LA DEFINIZIONE 2.1 Temi del capitolo DELL’ORIENTAMENTO STRATEGICO 2.2 La creatività Genzyme e i farmaci “orfani” 2.3 Dalla creatività all’innovazione 6.1 Temi del capitolo 2.4 L’innovazione nei network collaborativi 6.2 La valutazione della posizione competitiva Alle fonti dell’innovazione: il caso Brembo dell’impresa CAPITOLO 3 FORME E MODELLI 6.3 L’individuazione delle capacità e delle DELL’INNOVAZIONE competenze chiave Honda e i veicoli elettrici ibridi 6.4 L’intento strategico 3.1 Temi del capitolo La via Emilia dell’innovazione: il caso Ima 3.2 Le forme dell’innovazione CAPITOLO 7 LA SCELTA DEI PROGETTI DI 3.3 Le curve tecnologiche a S INNOVAZIONE 3.4 I cicli tecnologici Il Sonic Cruiser di Boeing Una palestra olimpica: il caso Technogym 7.1 Temi del capitolo CAPITOLO 4 CONFLITTI DI STANDARD E DISEGNO 7.2 Il budget di sviluppo DOMINANTE 7.3 I metodi quantitativi L’ascesa di Microsoft 7.4 I metodi qualitativi 4.1 Temi del capitolo 7.5 La combinazione di informazioni qualitative e 4.2 Perché si afferma un disegno dominante quantitative 4.3 Le dimensioni del valore La corsa a ostacoli del biotech: sei casi italiani La gara dei costumi: il caso Arena CAPITOLO 8 LE STRATEGIE DI COLLABORAZIONE CAPITOLO 5 LA SCELTA DEL TEMPO D’INGRESSO Lo XenoMouse NEL MERCATO 8.1 Temi del capitolo Il settore dei Personal Digital Assistant 8.2 I vantaggi dello sviluppo autonomo 8.3 I vantaggi della collaborazione 8.4 Le forme di collaborazione 8.5 La scelta della modalità di collaborazione 8.6 La scelta e il controllo dei partner Alleanza con i chicchi di caffè: il caso illy CAPITOLO 9 I MECCANISMI DI PROTEZIONE DELL’INNOVAZIONE La rivoluzione della musica digitale 9.1 Temi del capitolo 9.2 L’appropriabilità 9.3 Brevetti, marchi e copyright 9.4 Il segreto industriale 9.5 L’utilizzo e l’efficacia dei meccanismi di protezione Dietro un brevetto: il caso Sisvel PARTE TERZA: L’IMPLEMENTAZIONE DI UNA STRATEGIA DI INNOVAZIONE TECNOLOGICA CAPITOLO 10 L’ORGANIZZAZIONE DEI PROCESSI DI INNOVAZIONE Il programma Organization 2005 di Procter & Gamble 10.1 Temi del capitolo 10.2 Le dimensioni dell’impresa e le variabili di struttura 10.3 La modularità e le organizzazioni loosely coupled 10.4 La gestione dei processi internazionali di innovazione Un network globale della ricerca: il caso Bracco CAPITOLO 11 LA GESTIONE DEI TEAM PER LO SVILUPPO DI UN NUOVO PRODOTTO Lo sviluppo di nuovi prodotti in Dell Computer 11.1 Temi del capitolo 11.2 La creazione dei team di sviluppo di nuovi prodotti 11.3 La struttura dei team di sviluppo di nuovi prodotti 11.4 La gestione dei team di sviluppo di nuovi prodotti Dalle Dolomiti all’Everest: il caso La Sportiva CAPITOLO 12 LA GESTIONE DEL PROCESSO DI SVILUPPO DI UN NUOVO PRODOTTO frog design 12.1 Temi del capitolo 12.2 Gli obiettivi del processo di sviluppo di un nuovo prodotto 12.3 I processi di sviluppo sequenziali e paralleli 12.4 I project champion 12.5 Il coinvolgimento dei clienti e dei fornitori nel processo di sviluppo 12.6 Gli strumenti per il miglioramento del processo di sviluppo dei nuovi prodotti 12.7 Gli strumenti per la misurazione della performance dello sviluppo di nuovi prodotti Coinvolgere fornitori e clienti nello sviluppo di prodotto: il caso Ducati CAPITOLO 13 LA FORMULAZIONE DI UNA STRATEGIA DI MARKETING PER L’INNOVAZIONE Le strategie di marketing dell’innovazione nel settore dei videogiochi 13.1 Temi del capitolo 13.2 Il timing 13.3 Licensing e compatibilità 13.4 Le strategie di prezzo 13.5 Le strategie di distribuzione 13.6 Le strategie di comunicazione La donna muove e vince? Il caso Nintendo Italia Corrispondenze tra capitoli e lezioni del Corso ECT 2013/14 Capitolo 1: ECT Lezione 01 -‐ Introduzione Capitolo 3: ECT Lezione 03 -‐ Traiettorie tecnologiche Capitolo 4: ECT Lezione 10 -‐ Gli standard tecnologici Capitolo 5: ECT Lezione 07 -‐ Innovazione tecnologica e strategia Capitolo 9: ECT Lezioni 12-‐15 (Modulo Proprietà Intellettuale) INNOVAZIONE : IMPRESE, INDUSTRIE, ECONOMIE -‐ Jan Fagerber, David C. Mowery e Richard R. Nelson ed. italiana a cura di Franco Malerba, Mario Pianta, Antonello Zanfei Napoli -‐ Carocci, 2007 Lo studio dell'economia dell'innovazione tecnologica ha acquistato un'importanza crescente nel corso degli ultimi venti anni. Questo libro fornisce un quadro d'insieme dell'argomento, discutendo un'ampia gamma di tematiche, da quelle più generali e teoriche a quelle più empiriche. Una prima parte del volume affronta le principali teorie che riguardano l'innovazione tecnologica, esaminando le due scuole di pensiero che più vi hanno contribuito: l'approccio evolutivo e quello neoclassico. In seguito viene analizzata la relazione tra scienza, tecnologia e conoscenza: apprendimento, competenze, organizzazione e strategie dell'impresa innovativa; i pattern settoriali e la dinamica industriale; la diffusione delle innovazioni in ambito settoriale e spaziale; il ruolo delle istituzioni e la politica pubblica. Vengono poi discussi la competizione tecnologica internazionale tra paesi avanzati e il sistema innovativo italiano. Infine, vengono esaminate le relazioni tra tecnologia e occupazione e tra innovazione, sviluppo e crescita economica. LE DINAMICHE DELL’INNOVAZIONE. Bibliografia Introduzione all’edizione italiana, di Franco 4. LA GLOBALIZZAZIONE DELL’INNOVAZIONE, di Malerba, Mario Pianta e Antonello Zanfei Rajneesh Narula e Antonello Zanfei Capire l’innovazione Introduzione L’analisi dell’innovazione in Europa Tendenze nell’internazionalizzazione delle attività I confronti internazionali per R&S e brevetti innovative L’innovazione nelle imprese Le attività innovative delle imprese all’estero: Bibliografia problemi teorici ed empirici 1. L’ANALISI DELL’INNOVAZIONE, di Jan Le determinanti della concentrazione e della Fagerberg dispersione della R&S Introduzione Innovazione attraverso lo strategic technology Che cos’è l’innovazione? partnering internazionale Come nasce l’innovazione Conclusioni e questioni di policy La natura sistemica dell’innovazione In questo capitolo/Bibliografia Le differenze nell’innovazione 5. I SISTEMI INNOVATIVI SETTORIALI, di Franco Innovazione e prestazioni economiche Malerba Che cosa sappiamo e che cosa dobbiamo Introduzione imparare sull’innovazione La letteratura esistente sulle differenze settoriali In questo capitolo nell’innovazione Bibliografia I sistemi settoriali di innovazione 2. L’IMPRESA INNOVATIVA, di William Lazonick Conoscenza, tecnologia e confini settoriali/ Introduzione Agenti, interazioni e network Le condizioni sociali per un’impresa innovativa Le istituzioni I distretti industriali britannici La dinamica e la trasformazione dei sistemi La grande impresa manageriale statunitense settoriali La sfida giapponese Implicazioni di politica pubblica Il modello della new economy Le sfide del futuro Capire l’impresa innovativa: le implicazioni per la In questo capitolo teoria Bibliografia In questo capitolo 6. INNOVAZIONE E DIFFUSIONE, di Bronwyn H. Bibliografia Hall 3. INNOVAZIONE E DIRITTI DI PROPRIETÀ Introduzione INTELLETTUALE, di Ove Granstrand Il quadro di riferimento concettuale Introduzione I modelli di diffusione La storia del sistema di diritti di proprietà Determinanti del tasso di diffusione intellettuale Determinanti sociali e culturali Il ruolo dei diritti di proprietà intellettuale nello Conclusioni sviluppo dei sistemi innovativi In questo capitolo Sintesi e conclusioni Bibliografia In questo capitolo 7. INNOVAZIONE E COMPETITIVITÀ, di John Le prospettive per la ricerca teorica su Cantwell innovazione e crescita Introduzione In questo capitolo La competitività a livello di paesi Bibliografia La competitività a livello di industrie: le relazioni 9. INNOVAZIONE E OCCUPAZIONE, di Mario tra le imprese e il loro ambiente Pianta La competitività a livello regionale e di impresa Introduzione Conclusioni/In questo capitolo L’innovazione: teorie e tipologie Bibliografia Gli effetti sulla quantità di occupazione 8. INNOVAZIONE E CRESCITA ECONOMICA, di Gli effetti sulla qualità dell’occupazione Bart Verspagen Conclusioni: fatti stilizzati, direzioni di ricerca e Introduzione priorità per le politiche Crescita e tecnologia: gli approcci dell’economia In questo capitolo tradizionale Bibliografia
Paradigmi in concorrenza sulla relazione tra crescita e tecnologia Corrispondenze tra capitoli e lezioni del Corso ECT 2013/14 Capitoli 1 e 2: ECT Lezioni 01-‐03 Capitolo 6: ECT Lezioni 03 & 07 Capitolo 8: ECT Lezione 05 -‐ L’innovazione nel pensiero economico Capitolo 3: ECT Lezioni 12-‐15 (Modulo Proprietà Intellettuale) B. TESTI UTILI PER APPROFONDIMENTI e MATERIALE ALLEGATO MANAGING INNOVATION: INTEGRATING TECHNOLOGICAL, MARKET AND ORGANIZATIONAL CHANGE Joe Tidd, John Bessant Wiley, 2009 Managing Innovation is an established best-‐selling text for MBA, MSc and advanced undergraduate courses on management of technology, innovation management and entrepreneurship. It is also widely used by managers in both the service and manufacturing sectors. The 4th edition will continue to offer a complete framework for thinking about innovation across technological, market and organizational perspectives, while integrating the latest developments in the management of innovation field. Building on extensive user feedback, the new edition features new globally-‐focused case illustrations, expanded discussion of contemporary issues in innovation and improved online lecturer support. TABLE OF CONENTS PART 1: MANAGING INNOVATION. 1. Innovation -‐ what it is and why it matters. 1.1 Introduction. 1.2 Why innovation matters. 1.3 Old question, new context. 1.4 What is innovation? 1.5 A process view of innovation. Exploring different aspects of innovation. Summary and further reading. 2. Innovation as a core business process. 2.1 Introduction. 2.2 Variations on a theme. 2.3 Evolving models of the process. 2.4 Can we manage innovation? 2.5 Learning to manage innovation -‐ building and developing routines across the core process. 2.6 Measuring innovation success. 2.7 What do we know about successful innovation management? 2.8 Success routines in innovation management. 2.9 Beyond the steady state. Summary and further reading. PART 2: CONTEXT. 3. Building the innovative organization. 3.1 Shared vision, leadership and the will to innovate. 3.2 Appropriate organization structure. 3.3 Key individuals. 3.4 High involvement in innovation. 3.5 Effective team working. 3.6 Creative climate. 3.7 Boundary spanning. 3.8 Beyond the steady state. Summary and further reading. 4. Developing an innovation strategy. 4.1 ‘Rationalist’ or ‘incrementalist’ strategies for innovation? 4.2 The dynamic capabilities of firms. 4.3 Appropriating the benefits from innovation. 4.4 Technological trajectories. 4.5 Developing firm-‐specific competencies. 4.6 Globalization of innovation. 4.7 Enabling strategy making. Summary and further reading. PART 3: SEARCH. 5. Sources of innovation. 5.1 Where do innovations come from? 5.2 Knowledge push? 5.3 Need pull? 5.4 Whose needs? 5.5 Towards mass customization. 5.6 Users as innovators. 5.7 Extreme users. 5.8 Watching others. 5.9 Recombinant innovation. 5.10 Regulation. 5.11 Futures and forecasting. 5.12 Accidents. 5.13 A framework for looking at innovation source. 5.14 How to search. 5.15 Balancing exploitation and exploration. 5.16 Absorptive capacity. 5.17 Tools and mechanisms to enable search. 5.18 Two dimensions of innovation search. 5.19 A map of innovation search space. Summary and further reading. 6. Innovation networks. 6.1 No man is an island? 6.2 The ‘spaghetti’ model of innovation. 6.3 Innovation networks. 6.4 Networks at the start-‐up. 9.4 Building architectural products. 6.5 Networks on the inside. 9.5 Commercializing technological products. 6.6 Networks on the outside. 9.6 Implementing complex products. 6.7 Learning networks. 9.7 Service innovation. 6.8 Networks into the unknown. Summary and further reading. 6.9 Managing innovation networks. 10. Exploiting new ventures. Summary and further reading. 10.1 What is a venture? PART 4: SELECT. 10.2 Internal corporate venturing. 7. Decision making under uncertainty. 10.3 Joint venture and alliances. 7.1 Introduction. 10.4 Spin-‐outs and new ventures. 7.2 Meeting the challenge of uncertainty. Summary and further reading. 7.3 The funnel of uncertainty. PART 6: CAPTURE. 7.4 Decision making for incremental innovation. 11. Capturing the benefits of innovation. 7.5 Building the business case. 11.1 Creating value through innovation. 7.6 Building coalitions. 11.2 Innovation and firm performance. 7.7 Spreading the risk -‐ building a portfolio. 11.3 Exploiting knowledge and intellectual 7.8 Decision making at the edge. property. 7.9 Mapping the selection space. 11.4 Broader economic and social benefits. Summary and further reading. Summary and further reading. 8. Building the innovation case. 12. Capturing learning from innovation. 8.1 Developing the business case. 12.1 What have we learned about managing 8.2 Forecasting innovation. innovation? 8.3 Estimating the adoption of innovations. 12.2 How can we continue to learn to manage 8.4 Assessing risk, recognizing uncertainty. innovation? 8.5 Anticipating the resources. 12.3 Learning to manage innovation. Summary and further reading. 12.4 Tools to help capture learning. PART 5: IMPLEMENT. 12.5 Innovation auditing. 9. Creating new products and services. 12.6 Developing innovation management 9.1 Processes for new product development. capability. 9.2 Influence of technology and markets on 12.7 Using the framework. commercialization. 12.8 Variations on a theme. 9.3 Differentiating products. 12.9 Final thought
Capitoli utili Capitolo 1: ECT Lezione 01 Capitolo 2: ECT Lezione 02 Capitolo 4: ECT Lezione 06 Capitolo 5: ECT Lezione 07 Capitolo 9: ECT Lezioni 12-‐15 (Modulo Proprietà Intellettuale) STRATEGIC MANAGEMENT OF TECHNOLOGY AND INNOVATION – Burgelman et al McGraw-‐
Hill, 2007 This book continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on these critical business challenges. Strategic Management of Technology and Innovation takes the perspective of the general manager at the product line, business unit, and corporate levels. The book not only examines each of these levels in some detail, but also addresses the interaction between the different levels of general management -‐ for example, the fit between product strategy and business unit strategy, and the link between business and corporate level technology strategy. Each part of the book starts with an introductory chapter laying out an overall framework and offering a brief discussion of key tools and findings from existing literature. The remainder of each part offers a selected handful of seminar readings and case studies. Almost all of the cases deal with recent events and situations, including several that are concerned with the impact of the Internet. A few "classics" have been retained, however, because they capture a timeless issue or problem in such a definitive way that the historical date of their writing is irrelevant. TABLE OF CONTENTS CASE I-‐1 Elio Engineering, Inc. Hari Sankara and Harald Winkmann READING I-‐1 Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing, and Public Policy David J. Teece CASE I-‐2 Advent Corporation R.S. Rosenbloom READING I-‐2 How to Put Technology into Corporate Planning Alan R. Fusfeld READING I-‐3 The Core Competence of the Corporation C.K. Prahalad and Gary Hamel Technological Innovation and Strategy CASE I-‐3 Pixim (A) Cara McVie and Robert A. Burgelman READING I-‐4 Management Criteria for Effective Innovation CASE I-‐4 Matrix semiconductor (A) Lyn Denend and Robert A. Burgelman Case I-‐5 StubHub (A) Adam Block and Robert A. Burgelman READING I-‐5 Defining the Minimum Winning Game in Hi-‐Tech Ventures Robert A. Burgelman and Robert E. Siegel READING I-‐6 Assessing Your Organization’s Capabilities: Resources, Processes, & Priorities Clayton M. Christensen & Stephen P. Kaufman CASE I-‐6 Electronic Arts in 1995 C.C. Oliver CASE I-‐7 Electronic Arts in 2002 Frederic Descamps CASE I-‐8 Electronic Arts in 2005: The Next Generation of Convergence Ryan Kiskis, Shoshanna Stussy and Robert A. Burgelman READING I-‐7 The Art of High-‐Technology Management M.A. Maidique and R.H. Hayes Part Two Design and Implementation of Technology Strategy: an Evolutionary Perspective Technological Evolution READING II-‐1 Patterns of Industrial Innovation William J. Abernathy and James M. Utterback READING II-‐2 Exploring the Limits of the Technology S-‐Curve. Part I: Component Technologies Clayton M. Christensen READING II-‐3 Exploring the Limits of the Technology S-‐Curve. Part II: Architectural Technologies Clayton M. Christensen CASE II-‐1 MySQL Open Source Database in 2004 Christof Wittig, Sami Inkinen, and Robert A. Burgelman CASE II-‐2 MySQL Open Source Database in 2006 Christof Wittig and Robert A. Burgelman READING II-‐4 How Can We Beat our Most Powerful Competitors? Clayton M. Christensen READING II-‐5 Customer Power, Strategic Investment, and the Failure of Leading Firms Clayton M. Christensen and Joseph L. Bower CASE II-‐3 Making SMaL Big: SMaL Camera Technologies Clayton M. Christensen and Scott D. Anthony READING II-‐6 Disruption, Disintegration and the Dissipation of Differentiability Clayton M. Christensen, Matt Verlinden, and George Westerman Industry Context CASE II-‐4 The U.S. Telecommunications Industry: 1996-‐1999 Eric Marti CASE II-‐5 Slouching Toward Broadband ? Revisited in 2005 Robert A. Burgelman, Les Vadasz, and Philip E. Meza CASE II-‐6 SAP America Artemis March READING II-‐7 Crossing the Chasm? and Beyond Geoffrey A. Moore READING II-‐8 Competing Technologies: An Overview W. Brian Arthur CASE II-‐7 Digital Creation and Distribution of Music: Revisited in 2005 Robert A. Burgelman, Les Vadasz, and Philip E. Meza READING II-‐9 Finding the Balance: Intellectual Property in the Digital Age Philip Meza and Robert A. Burgelman READING II-‐10 Note on New Drug Development in the United States Stefan Thomke and Ashok Nimgade CASE II-‐8 Eli Lilly and Company: Drug Development Strategy Stefan Thomke, Ashok Nimgade, and Paul Pospisil Organizational Context READING II-‐11 Gunfire at Sea: A Case Study of Innovation Elting E. Morison READING II-‐12 Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms Rebecca M. Henderson and Kim B. Clark CASE II-‐9 Hewlett-‐Packard: The Flight of the Kittyhawk CASE II-‐10 Intel Corporation: The DRAM Decision George W. Cogan and Robert A. Burgelman READING II-‐13 Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research READING II-‐14 Strategic Dissonance Robert A. Burgelman and Andrew S. Grove Strategic Action READING II-‐15 Strategic Intent Gary Hamel and C.K. Prahalad CASE II-‐11 Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting Aneesha Capur and Robert A. Burgelman CASE II-‐12 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to reverse Course Paul Carroll CASE II-‐13 Intel Corporation: Strategy for the 1990s George W. Cogan and Robert A. Burgelman Case 14 Inside Microsoft: The Untold Story of How the Internet Forced Bill Gates to Reverse Course READING II-‐16 Let Chaos Reign, Then Rein in Chaos-‐Repeatedly Robert A. Burgelman and Andrew S. Grove CASE II-‐15 Charles Schwab & Co., Inc., in 1999 Margot Sutherland and Kelly DuBois CASE II-‐16 Charles Schwab in 2007 Robert A. Burgelman and Philip E. Meza CASE II-‐17 HP and Compaq Combined: In Search of Scale and Scope Robert A. Burgelman and Philip E. Meza READING II-‐17 Managing the Strategic Dynamics of Acquisition Integration Robert A. Burgelman and Webb McKinney Part Three Enactment of Technology Strategy-‐Developing a Firm's Innovative Capabilities Internal and External Sources of Technology READING III-‐1 Capturing the Returns From Research Clayton M. Christensen, Christopher Musso, and Scott Anthony READING III-‐2 The Lab That Ran Away from Xerox Bro Uttal READING III-‐3 Perfecting Cross-‐Pollination Lee Fleming READING III-‐3 Transforming Invention into Innovation: The Conceptualization Stage Robert A. Burgelman and Leonard R. Sayles READING III-‐4 The Transfer of Technology from Research to Development H. Cohen, S. Keller, and D. Streeter READING III-‐5 Adsorptive Capacity: A New Perspective on Learning and Innovation Wesley M. Cohen and Daniel A. Levinthal CASE III-‐1 NEC: A New R&D Site in Princeton Walter Kuemmerle and Kiichiro Kobayashi CASE III-‐2 Cisco Systems, Inc.: Acquisition Integration for Manufacturing Nicole Tempest and Christian G. Kasper READING III-‐6 Making Sense of Corporate Venture Capital Henry W. Chesbrough Linking New Technology and Novel Customer Needs READING III-‐7 Note on Lead User Research Stefan Thomke and Ashok Nimgade CASE III-‐3 What’s the BIG Idea? Clayton M. Christensen and Scott D. Anthony READING III-‐8 Eager Sellers and Stony Buyers John T. Gourville CASE III-‐4 GolfLogix: Measuring the Game of Golf John T. Gourville and Jerry N. Conover READING III-‐9 Misleading Methods of Financial Analysis Clayton M. Christensen, Stephen P. Kaufman, & Willy Shih READING III-‐10 Living on the Fault Line Geoffery Moore Internal Corporate Venturing CASE III-‐5 Pitney Bowes Inc. Clayton M. Christensen and Howard Yu CASE III-‐6 Cisco Systems, Inc.: Implementing ERP Mark Cotteleer CASE III-‐7 R.R. Donnelley & Sons: The Digital Division Artemis March CASE III-‐8 Intel Corporation: The Hood River Project Raymond S. Bamford CASE III-‐9 3M Optical Systems: Managing Corporate Entrepreneurship Christopher A. Bartlett and Afroze Mohammed READING III-‐10 At 3am, A Struggle Between Efficiency and Creativity Brian Hindo READING III-‐11 Managing the Internal Corporate Venturing Process: Some Recommendations for Practice Robert A. Burgelman READING III-‐12 Managing Internal Corporate Venturing Cycles Robert A. Burgelman and Liisa Valikangas READING III-‐13 Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change Michael L. Tushman and Charles A. O’Reilly III Enactment of Technology Strategy-‐Creating and implementing a Development Strategy New Product Development READING IV-‐1 Communication Between Engineering and Production: A Critical Factor H.E. Riggs CASE IV-‐1 Vitreon Corporation: The Hyalite Project Who wrote this? READING IV-‐2 The New Product Learning Cycle M.A. Maidique and B.J. Zirger CASE IV-‐2 Eli Lilly: The Evista Project Matthew C. Verlinden READING IV-‐3 Organizing and Leading Heavyweight Development Teams Kim B. Clark and Steven C. Wheelwright READING IV-‐4 Finding the Right Job for Your Product Clayton M. Christensen and Scott Anthony Building Competence/ Capabilities Through New Product Development CASE IV-‐3 The ITC eChoupal Initiative David M. Upton and Virginia A. Fuller READING IV-‐5 Creating Project Plans to Focus Product Development Steven C. Wheelwright and Kim B. Clark CASE IV-‐4 Genentech Capacity Planning Daniel C. Snow, Steven C. Wheelwright, and Alison Berkley Wagonfeld READING IV-‐6 The New Product Development Map Steven C. Wheelwright and W. Earl Sasser, Jr. READING IV-‐7 Accelerating the Design-‐Build-‐Test Cycle for Effective New Product Development Steven C. Wheelwright and Kim B. Clark Conclusion: Innovation Challenges in Established Firms CASE V-‐1 Intel Centrino in 2007: A New “Platform” Strategy for Growth Robert A. Burgelman and Philip E. Meza CASE V-‐2 SAP AG in 2006: Driving Corporate Transformation Thomas R. Federico and Robert A. Burgelman READING V-‐1 Building a Learning Organization David A. Garvin READING V-‐2 The Power of Strategic Integration Robert A. Burgelman and Yves L. Doz CASE V-‐3 Nike’s Global Women’s Fitness Business: Driving Strategic Integration Lyn Denend and Robert A. Burgelman C. TESTI UTILI PER APPROFONDIMENTI DELLE LEZIONI, TESI… MANAGING INTELLECTUAL CAPITAL -‐ J. Teece Oxford University Press, 2002 Managers are keenly aware that in today's economy the astute management of technology can advance not only the fortunes of the innovators, but also of society at large. In this book David Teece considers how firms can exploit technological innovation and protect their intellectual capital while staying ahead of the competition. He provides theoretical frameworks as well as practical advice, looking in particular at the organizational structures most likely to support innovation, and how managerial decisions and strategy affect the division of the gains. TABLE OF CONTENTS PART I: INTRODUCTION 1. The Knowledge Economy and Intellectual Capital Management PART II: FOUNDATIONS 2. The Impact of Market Structure and Organizational Factors on Innovation 3. Governance Modes and Technological Innovation 4. Decision Making Processes and the Rate and Direction of Innovation (with Janet Bercovitz and John de Figueiredo) PART III: APPLICATIONS TO MANAGEMENT AND STRATEGY 5. Market Entry Strategies for Innovators: Avoid Pyrrhic Victories 6. Imitation Strategies for Owners of Complementary Assets 7. Outsourcing and Insourcing Strategies for Innovators: Opportunities and Limits (with Henry Chesbrough) 8. Understanding the Licensing Option (with Peter Grindley and Edward Sherry) PART IV: PUBLIC POLICY 9. Antitrust Analysis in High Technology Industries (with Mary Coleman) APPENDICIES: CASE STUDIES IN LICENSING AND CROSS-‐LICENSING A. The Semi-‐Conductor Industry (with Peter Grindley and Edward Sherry) B. The Glass Industry and the Pilkington Float Process (with Peter Grindley and Edward Sherry) Capitoli utili per approfondimenti Capitolo 2: approfondimento ECT Lezione 06 Capitoli 5 e 6: approfondimento ECT Lezione 07 Capitolo 8: approfondimento ECT Lezioni 12-‐15 (Modulo Proprietà Intellettuale) THE ECONOMICS OF TECHNOLOGICAL DIFFUSION -‐ Paul Stoneman Wiley-‐Balckwell, ottobre 2001 This book presents a detailed overview of the economics of technological diffusion in all its various dimensions. Topics covered include: • Game-‐theoretic approaches to the modelling of technological change • Finance and technological change • Technological change in international trade. This volume presents the first comprehensive, detailed, and up-‐to-‐date overview of the economics of technological diffusion. By organizing past articles under themes and providing introductory chapters for each theme, Stoneman has created a highly accessible and sophisticated volume that goes beyond a textbook. This mix of classical and original material is the most authoritative overview of the literature in each topic. The key topics covered are: • theory, empirics, and policy. • technology and trade. • the theory and practice of technology policy. • finance and technological change. • R&D and diffusion. • measuring both technological change and its impact. • game theoretic modelling of technological change. The quality and scope of the contributions ensures that the book uniquely covers all of this field's various dimensions while achieving the necessary depth of analysis. The articles are specifically designed to be both rigorous and accessible. This book is an essential text and reference for those in the fields of the economics of technological diffusion, industrial organization and science, and technology policy. The material is accessible to students, researchers, and those working or setting policy in these fields. TABLE OF CONTENTS Preface. Part I: Introduction and Empirical Observations Upon the Diffusion Process. Part II: The Theory of Technological Diffusion. Part III: Empirical Analysis of the Diffusion of New Technology. Part IV: Diffusion Policy. Part V: Extensions, Applications and Implications. Utile per approfondire la tematica della diffusione (approfondimento ECT Lezione 03).
THE HANDBOOK OF INDUSTRIAL INNOVATION – Dodgson, Rothwell Edward Elgar, 1994 Industrial innovation is vital to national and corporate competitiveness -‐ understanding its nature, determinants and consequences is a key task of managers, public policy makers and students of industry. This reference offers contributions from experts on a range of issues concerning innovation. TABLE OF CONTENT Contributors Preface Clusters, Chains and Complexes: Three Approaches to Innovation with a Public Policy Perspective Technological Systems and Economic Performance The Creative Milieu: A Regional Perspective on Innovation Industrial Innovation: Success, Strategy, Trends Basic Research and Industrial Innovation The Japanese Innovation System: How Does it Work? Innovation and Growth Innovation in East Asia: Diversity and Development Diffusion of Innovation Ancient and Modern: A Review of the Main Themes Innovation and Consumer Electrics Innovation in Semiconductor Technology: The Limits of the Silicon Valley Network Model Innovation in the Chemicals Industry Innovation in Energy Supply: The Case of Electricity Military Technology Innovation in the Construction Sector Innovation in a Globalizing Industry: The Case of Automobiles Innovation in Telecommunication: Bridging the Supplier-‐User Interface Innovation in Services Financial Systems and Innovation Supplier Relationships and Innovation User/Supplier Links and Innovation Technological Collaboration and Innovation Marketing and Innovation Innovation and Intellectual Property Innovation and Size of Firm Innovation and Organization Innovation and Industrial Relations Innovation and Training Key Characteristics of Large Innovating Firms Managing Innovation in Multi-‐Technology Corporations Technology and Business Strategy Innovation and Manufacturing Strategy Implementation of Manufacturing Innovations Environmental Issues and Innovation The Global Innovatory Challenge Across the Twenty-‐First Century Index

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