05591cam a22003254a 45000010008000000030008000080050017000160080041000330100017000740150019000910160018001100200028001280200035001560350023001910350017002140400036002310820022002672450126002892500012004152600048004273000034004755040051005095054535005606500027050956500031051226500034051536500027051877000022052147000029052364860758BD-DhUL20161221133532.0040405s2004    nyua     b    001 0 eng    a  2003061008  aGBA4X80092bnb7 a0128731072Uk  a0195135776 (alk. paper)  a0195135784 (pbk. : alk. paper)  a(OCoLC)ocm53001273  a(NNC)4860758  aDLCcDLCdUKMdOrLoB-BdBD-DhUL00a658.4063222bKIM00aManaging strategic innovation and change :ba collection of readings /cedited by Michael L. Tushman and Philip Anderson.  a2nd ed.  aNew York :bOxford University Press,c2003.  axix, 635 p. :bill. ;c25 cm.  aIncludes bibliographical references and index.00g1.tInnovation Streams, Organization Designs, and Organizational Evolution /rMichael L. Tushman and Wendy K. Smith --g2.tCapabilities, Cognition, and Inertia: Evidence from Digital Imaging /rMary Tripsas and Giovanni Gavetti --g3.tManaging Through Cycles of Technological Change /rPhilip Anderson and Michael L. Tushman --g4.tTechnological Discontinuities and Flexible Production Networks: The Case of Switzerland and the World Watch Industry /rAmy Glasmeier --g5.tGunfire at Sea: A Case Study of Innovation /rElting Morison --g6.tCustomer Power, Strategic Investment, and the Failure of Leading Firms /rClayton M. Christensen and Joseph L. Bower --g7.tArchitectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms /rRebecca M. Henderson and Kim B. Clark --g8.tThe Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution /rDonald N. Sull --g9.tThe Panda's Thumb of Technology /rStephen Jay Gould --g10.tThe Art of Standards Wars /rCarl Shapiro and Hal R. Varian --g11.tManaging in an Age of Modularity /rCarliss Y. Baldwin and Kim B. Clark --g12.tNobody Ever Gets Credit for Fixing Problems That Never Happened: Creating and Sustaining Process Improvement /rNelson P. Repenning and John D. Sterman --g13.tTailoring Process Management to Situational Requirements: Beyond the Control and Exploration Dichotomy /rKathleen M. Sutcliffe, Sim B. Sitkin and Larry D. Browning --g14.tManagerial Problem Solving: A Congruence Approach /rMichael L. Tushman and Charles O'Reilly III --g15.tBuilding Your Company's Vision /rJim Collins and Jerry I. Porras --g16.tManaging Professional Careers: The Influence of Job Longevity and Group Age /rRalph Katz --g17.tStrong Cultures and Innovation: Oxymoron or Opportunity? /rFrancis J. Flynn and Jennifer A. Chatman --g18.tUnderstanding Power in Organizations /rJeffrey Pfeffer --g19.tThe Weird Rules of Creativity /rRobert I. Sutton --g20.tThe Ambidextrous Organization: Managing Evolutionary and Revolutionary Change /rMichael L. Tushman and Charles O'Reilly III --g21.tCore Capabilities and Core Rigidities: A Paradox in Managing New Product Development /rDorothy Leonard-Barton --g22.tDynamic Capabilities and Strategic Management /rDavid J. Teece, Gary Pisano and Amy Shuen --g23.tStrategy, Value Innovation, and the Knowledge Economy /rW. Chan Kim and Renee Mauborgne --g24.tCrafting R&D Project Portfolios /rIan C. MacMillan and Rita Gunther McGrath --g25.tMaking the Most of Your Company's Knowledge: A Strategic Framework /rGeorg von Krogh, Ikujiro Nonaka and Manfred Aben --g26.tCrisis Construction and Organizational Learning: Capability Building in Catching-Up at Hyundai Motor /rLinsu Kim --g27.tLearning from Collaboration: Knowledge and Networks in the Biotechnology and Pharmaceutical Industries /rWalter W. Powell --g28.tOrganizing Knowledge /rJohn Seely Brown and Paul Duguid --g29.tOrganizing and Leading "Heavyweight" Development Teams /rKim B. Clark and Steven C. Wheelwright --g30.tMaking Teamwork Work: Boundary Management in Product Development Teams /rDeborah Gladstein Ancona and David F. Caldwell --g31.tStrategic Linking /rDavid A. Nadler and Michael L. Tushman --g32.tCoevolving: At Last, a Way to Make Synergies Work /rKathleen M. Eisenhardt and D. Charles Galunic --g33.tStrategies for Managing Internal Competition /rJulian Birkinshaw --g34.tTechnology Brokering and Innovation in a Product Development Firm /rAndrew Hargadon and Robert I. Sutton --g35.tInvolving Suppliers in New Product Development /rRobert B. Handfield, Gary L. Ragatz, Kenneth J. Petersen and Robert M. Monczka --g36.tCreating New Ventures from Bell Labs Technologies /rHenry W. Chesbrough and Stephen J. Socolof --g37.tConvergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution /rMichael L. Tushman, William H. Newman and Elaine Romanelli --g38.tTime Pacing: Competing in Markets That Won't Stand Still /rKathleen M. Eisenhardt and Shona L. Brown --g39.tImplementing New Designs: Managing Organizational Change /rDavid A. Nadler and Michael L. Tushman --g40.tBeyond the Charismatic Leader: Leadership and Organizational Change /rDavid A. Nadler and Michael L. Tushman --g41.tStrategy as Vector and the Inertia of Coevolutionary Lock-In /rRobert A. Burgelman --g42.tChange in the Presence of Fit: The Rise, the Fall, and the Renaissance of Liz Claiborne /rNicolaj Siggelkow. 0aIndustrial management. 0aTechnological innovations. 0aCreative ability in business. 0aOrganizational change.1 aTushman, Michael.1 aAnderson, Philip,d1956-