Wharton on Managing Emerging Technologies

Praise for 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 of Competing on the Edge: Strategy as Structured Chaos
"Provides those of us who live in the chaotic environment of ‘discovery by the minute’ many ways of thinking about how to make a new idea successful. The collective knowledge and personal wisdom represented in this book is like having a person with hundreds of years of learning and experience sitting on the business team. . . . Vital to anyone trying to develop new businesses in today’s world."
—Terry J. Fadem, Director, Corporate New Business Development, DuPont
"Assessing new technologies and anticipating their future impact on the process of due discovery is a critical element of success in the pharmaceutical industry. In today’s era of dislocating, fast–moving progress, this book is an invaluable guide, filled with meaningful insights from experienced authors known for their excellent track record. A must–read."
—Jean–Pierre Garnier, Chief Operating Officer and President, Pharmaceutical and Consumer Healthcare, SmithKline Beecham
"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."
& #151;Jerry Karabelas, PhD, CEO, Novartis Pharma AG

Spis treści:
Chapter 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.


Nota biograficzna:
GEORGE S. DAY, PhD, is the Geoffrey T. Boisi Professor, Professor of Marketing, and Director of the Huntsman Center for Global Competition and Innovation at the Wharton School. He is also the author of Market Driven Strategy and The Market Driven Organization, and coeditor of Wharton on Dynamic Competitive Strategy.
PAUL J. H. SCHOEMAKER, PhD, is Research Director of Wharton’s Emerging Technologies Management Research Program. He is also the founder and Chairman of Decision Strategies International, Inc.
ROBERT E. GUNTHER was the coordinating writer for Wharton on Dynamic Competitive Strategy and Wharton on Making Decisions.

Okładka tylna:
Praise for 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 of Competing on the Edge: Strategy as Structured Chaos
"Provides those of us who live in the chaotic environment of ‘discovery by the minute’ many ways of thinking about how to make a new idea successful. The collective knowledge and personal wisdom represented in this book is like having a person with hundreds of years of learning and experience sitting on the business team. . . . Vital to anyone trying to develop new businesses in today’s world."
—Terry J. Fadem, Director, Corporate New Business Development, DuPont
"Assessing new technologies and anticipating their future impact on the process of due discovery is a critical element of success in the pharmaceutical industry. In today’s era of dislocating, fast–moving progress, this book is an invaluable guide, filled with meaningful insights from experienced authors known for their excellent track record. A must–read."
—Jean–Pierre Garnier, Chief Operating Officer and President, Pharmaceutical and Consumer Healthcare, SmithKline Beecham
"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