The management of technology and innovation a strategic approach 2nd white bruton

Case Name

Case Authors

Source

Part Number

Gold Peak Electronics:
R&D Globalization from
East to West

Kumar and Kumar

Harvard Case

1, Laying the Foundation

Pharma Technologies Inc.

Nicholls-Nixon,
White and Herbert

Harvard Case

1, Laying the Foundation

GPS-to-GO Takes on
Garmin

Pillittee

Richard Ivey School of
Business Case

1, Laying the Foundation

Amyris Biotechnologies

Chess and Raffaelli

Harvard Case

2, Internal Strategy

Bell Canada: The VoIP
Challenge

White and Day

Richard Ivey School of
Business Case

2, Internal Strategy

For the Love of Good
Food: The pLate Trace
Project

Haggerty,

Jang and Liu

Richard Ivey School of
Business Case

2, Internal Strategy

Post-Merger Integration
at Northrop Gruman
Information Technology

Freccia and Bourgeois

Harvard Case

3, External Strategy

Shilling & Smith
Acquisition of Xteria Inc.:
Data Center Technology
Leasing

Jeffery, Shield,
Ekici and Conley

Harvard Case

3, External Strategy

Skype

Eisenmann and Coles

Harvard Case

3, External Strategy

CQUAY Technologies
Corp.

Beamish and Boeh

Harvard Case

4, Building Strategic MTI
Success

GE’s Growth Strategy:
The Immelt Initiative

Bartlett

Harvard Case

4, Building Strategic MTI
Success

HCL Technologies:
Employee First,
Customer Second

Ramdas, and Gajulapalli

Darden Business
Publishing Case

4, Building Strategic MTI
Success

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The Management of
Technology and
Innovation
A Strategic Approach

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


SECOND EDITION

The Management of

Technology and
Innovation
A Strategic Approach
Margaret A. White
Oklahoma State University

Garry D. Bruton
Texas Christian University

Australia • Brazil • Japan • Korea • Mexico • Singapore • Spain • United Kingdom • United States

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The Management of Technology and
Innovation: A Strategic Approach,
Second Edition

Margaret A. White, Garry D. Bruton
Vice President/Editorial Director: Jack Calhoun
Editor-in-Chief: Melissa Acuna
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Dedicated to:
Our students and teachers
for sharing the learning voyage with us
and
Our families and friends
for inspiring us to pursue the voyage

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BRIEF CONTENTS

PREFAC E

xv

ABOUT THE AUTHORS

xx

AC K NOWLEDGMENTS

xxi

PART 1
Laying the Foundation

1

General Electric: Changing with the Times

2

1 Management of Technology and Innovation: An Overview 6
2 Strategy Process and the Management of Technology and Innovation 31
APPENDIX

1

Social Responsibility and Management of Technology
and Innovation 69

PART 2
Innovation: Internal Strategy 83
GlaxoSmithKline: Successful Internal Innovation 84

3 Innovation: Planning 89
4 Internal Innovation: Implementation 121
5 Innovation: Evaluation and Control 151
APPENDIX

2

Innovation: Project Management and New Product Development 181

vi
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BRIEF CONTENTS

PART 3
Obtaining Technology: External Strategy 199
Acer Group: A Family of Brands

200

6 Obtaining Technology: Planning 204
7 Obtaining Technology: Implementation 231
8 Obtaining Technology: Evaluation and Control 261
APPENDIX

3

Managing Platforms and Portfolios of Technology

291

PART 4
Building Strategic MTI Success 305
Google: A Pattern of Success 306

9 Building Capabilities for MTI Success 310
10 Organizational Learning and Knowledge Management 338
APPENDIX

4

Waves of Innovation and Predicting the Future 363

GLOSSARY
INDEX

376

382

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vii


CONTENTS

PREFACE

xv

AB OUT THE AUTHOR S

xx

AC KNOWLEDGMENTS

xxi

PART

1 Laying the Foundation

General Electric: Changing with the Times 2
GE: The Firm s History 2
Overview of Part One 5

1

Management of Technology and Innovation:
An Overview 6
Overview 6
Introduction 7

Importance of Technology and Innovation to Business 7
Importance of Technology and Innovation to Society 9
Technology and Innovation Do Not Stand Still 10

The Study of Technology, Innovation, and Its Management 10

The Technology and Innovation Imperative Is Organization-wide 10
The Technological and Innovation Imperative Is Worldwide 12
Value Creation Is the Key 13

Key Definitions of Technology

14

Definition of Technology 14
Definition of Management of Technology

15

The Importance of Managing Technology 17
The Process of Managing Technology 17
Making Decisions for Managing Technology
Tools for Managing Technology 19

18

viii
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CONTENTS

Key Definitions of Innovation

19

Definition of Innovation 19
Definition of Management of Innovation

20

The Process of Managing Innovation 21

Making Decisions for Managing Innovation 21
Tools for Managing Innovation 23

Structuring the Examination of MTI 24
Strategy Perspective 24
Making Strategic Decisions 24

Strategic Tools for Managers 25

Organization of the Text 25
Summary 26

2

Strategy Process and the Management
of Technology and Innovation 31
Overview 31
Introduction 32
What Is Strategy? 33
Centrality of MTI in Strategic Management 33
Integrating MTI and Strategy 34
Technology and Competitive Advantage 36
Continuous versus Radical Technology 36
Maturing Process of Technology 38
Offensive versus Defensive Technology 40

The Strategic Process in MTI 41
Planning 42
Implementation 55
Evaluation and Control 59

The Next Steps in Integrating MTI and Strategy
Net Present Value 61
Payback Period 62

Summary
APPENDIX

62

1 Social Responsibility and Management of Technology
and Innovation

69

Three Broad Social Responsibility Issues 69
Strategies for Ethically Building Value-Added

Summary

PART

60

79

80

2 Innovation: Internal Strategy

GlaxoSmithKline: Successful Internal Innovation 84

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ix

x

CONTENTS

84

GlaxoSmithKline: The Firm s History
Overview of Part Two 88

3

Innovation: Planning 89
Overview 89
Introduction 90
Planning: A Complex Process 90
To Innovate or Not to Innovate 91
Factors That Favor Innovation 91
Factors That Discourage Innovation

Types of Innovation

92

93

Product Innovation 94
Process Innovation 97

Innovation Planning Process

99

Determine the Vision 100
Set the Mission 100
Establish Goals and Objectives 100
Set Strategy 102
Specific Tactics and Actions 102

Application of the Planning Process 103
Factors that Aid Innovation Planning 105
Creativity 106
Organization-wide Issues 108
Political Processes 109

Technology Stages and Planning
Start-up 110
Growth 111
Maturity 111
Aging or Decline 112

110

Developing a Climate for Innovation 113
Summary 114

4

Internal Innovation: Implementation 121
Overview 121
Introduction 122

Key Initial Questions for Implementation

122

What Should We Be Doing? 123
What Is the Time and/or Specialized Skill Requirements
for Key Activities? 124
What and to Whom to Delegate? 126

Key Implementation Issues 126

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CONTENTS

Leadership 127
Engagement 133
Extension 137
Alignment 141

Crafting Portfolios of Innovation 145
Summary 145

5

Innovation: Evaluation and Control 151
Overview 151
Introduction 152
Evaluation and Control Processes 152

Evaluation 153

Where Are We Now? 154
What Lies Ahead? 155
Where Will We End Up If We Continue on This Path? 157

Control 159

Types of Control 159
Organizational Levels and Control Factors 162
Overview of Quality Issues 165

Implementing Evaluation and Control 168

Integrating Evaluation and Control: Planning 169
Integrating Evaluation and Control: Implementation 169
Validating the Evaluation and Control Process 172

Other Concerns in Evaluation and Control 172
Organizational Focus 172
Creation of Value 173
Benchmarking Internally & Externally 173

Summary
APPENDIX

175

2 Innovation: Project Management and New Product
Development 181

Innovation Projects 181
Innovation Project Management 182
Gap Identification Phase 183
Concept Phase 185
Definition Phase 186
Design Phase 187
Development Phase 189
Application Phase 190
Post-Project Review Phase 191

Portfolios of Projects
Summary 194

193

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xi


xii

CONTENTS

PART

3 Obtaining Technology: External Strategy
Acer Group: A Family of Brands 200
Acer Group: The Firm s History

Overview of Part Three 202

6

200

Obtaining Technology: Planning 204
Overview 204
Introduction 205
Alliances 206

Formal versus Informal Alliances 206
Duration of an Alliance 209
Location: Domestic versus International Alliances
Concerns in Alliances 214

Mergers and Acquisitions

211

215

Mergers and Acquisitions of Technology 215
Strategic Reasons for Mergers or Acquisitions 216
Types of Mergers and Acquisitions 218

Planning the Acquisition of Technology
Goals 221
Due Diligence 222
Major Mistakes to Avoid 224

Summary

7

221

224

Obtaining Technology: Implementation 231
Overview 231
Introduction 232
Initial Questions 232

What Should We Be Doing Now? 233
What Are the Requirements for Key Activities? 234
What and to Whom to Delegate? 235

Key Elements

236

Integration 237
Leadership 244
Execution 249
Alignment 251

Summary

8

254

Obtaining Technology: Evaluation and Control 261
Overview 261
Introduction 262
Where Evaluation and Control Occur 263

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


CONTENTS

Alliance/Acquisition Capabilities 264
Due Diligence 265
Negotiation of the Deal 272
Integration 273
Ongoing Evaluation and Control 275

Metrics 279
Gap Analysis 280

Financial Fitness 280
Strategic Fitness 280
Operational Fitness 281
Relationship Fitness 281

Summary
APPENDIX

283

3 Managing Platforms and Portfolios of Technology 291
Complexity and MTI 291
Single-Product Technology
Product Platforms 295

292

Defining Platform Strategy

297

Portfolio Management 299

Management Process Checklist 301
Summary 302

PART

4 Building Strategic MTI Success
Google: A Pattern of Success 306
Google: The Firm s History and Strategy
Overview of Part Four 308

9

306

Building Capabilities

for MTI Success 310
Overview 310
Introduction 311
Competitive Advantage 313
Sustainable Advantage 315
Strategic Decisions and Competitive Advantage 317
Connecting It All 319

Building Capabilities from the Start 324
Establishment of Industry Standards 324
Venture Capital 325

Other Types of Value Processes 327
Value Appropriation

327

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xiii


xiv

CONTENTS

Value Protection 328
Value Destruction 329

Summary

10

333

Organizational Learning and Knowledge Management 338
Overview 338
Introduction 339
Organizational Learning

340

Gathering Information 340
Transferring and Sharing Processes 342
Enabling Learning 343
Types of Learning 343
Structuring for Organizational Learning 347
Keys to Successful Organizational Learning 348

Knowledge Management 348

Knowledge-Management Definitions 349
Dimensions of Knowledge Creation 349
Making Knowledge Management a Successful Capability 350
Knowledge Management in R&D Departments and Teams 353
The Fit in Knowledge-Management Systems 355

Using Organizational Learning and Knowledge Management 356
Summary 358
APPENDIX

4 Waves of Innovation and Predicting the Future 363
Long-Wave Theory of Economics Patterns of Change 363
Technological Innovation as the Driver of Long Waves 364
Implications of Long Waves 367
Managing Through the Waves 367

Methods for Viewing the Future Looking out 5 to 10 Years 369
Forecasting Techniques Looking Out 5 Years or Less 370
Trend Extrapolations 370
Expert Consensus 371
Simulation Methods 371
Scenario Building 371
Decision Trees 372
Hybrid Methods 372

Predicted Future Technologies 372
Applications to MTI 373
Summary 374
GLOSSARY
INDEX

376

382

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


PREFACE

The management of technology and innovation (MTI) is an issue that faces
all firms today. The waves of change in the business environment include
new technologies and innovations that force industries and firms to find new
ways to compete and to survive. Just as a storm of new products seems to be
emerging rapidly, new ways of doing things (new processes) are emerging to
help firms be more efficient and effective.
To meet these waves of change, business must find ways to manage technology and innovation. These changes include new ways to generate and
implement strategic goals. These implementation issues include new ways to
communicate needed information, organize tasks, and manage people. As a
practical matter, these waves of change have resulted in an increasing number
of engineers moving beyond technology concerns into management. Likewise,
they have also pushed managers who never thought they would need to understand the intricacies of working with technology to seek knowledge about
such issues. This text is the first to recognize that MTI is not strictly a technical concern or a business concern. Rather, MTI is a domain that needs an
integrated approach for students and managers.

GOALS FOR THE TEXT
Prior texts have typically addressed only one or the other of these managerial
groups, technical professionals (typically engineers) or those with business (or
other) training. This text is designed to serve as an information link between
the managerial needs of both domains. The authors believe that this type of
approach and information is needed because in the reality of our MTI classes
xv
Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


xvi

PREFACE

there are mixed groups of engineering and business students, and this is the
situation that faces business practitioners. Therefore, the book was developed
to meet several goals:
1. To integrate strategy and technology: Prior texts have assumed that the
student has a strong engineering or business strategy background. Those
texts then build on that knowledge, emphasizing the domain they believe
the students already know. To the authors, however, this continues to
stress functional silos and results in students not developing the integrated understanding of MTI that today s business requires. Therefore,
this text develops an integrated approach with strategy and technology
intertwined. This integrated approach is applicable no matter what the
educational background of the student may be.
2. To provide insight into MTI that will be useful to students as they enter
practice: While theory is important, MTI is an applied discipline that students need to be able to use. Throughout the text, the authors employ
numerous realistic settings to ensure that students understand different
concepts. Exercises and checklists at the end of each chapter are designed
to help students apply their new knowledge in their careers. The net
result is a useful set of tools to aid actual MTI decision making.
3. To help the instructor excel in the classroom: This view has led to the
development of a full set of teaching supports for the text. Too often,
MTI has been viewed as a minor domain and adequate teaching supports (including teachers manuals with suggestions on how to use the
chapter and additional material that instructors can use to supplement
their lectures, test banks, sample answers on the exercises, and a complete set of PowerPoint slides) have not been provided. This text is fully
supported and has a complete set of supplements that makes it the most
user-friendly text on the market today. The authors have used the draft
version of this text on multiple occasions. The result is a text that has
been tested and further developed for maximum usability by the
instructor.

ORGANIZATION OF THE BOOK
This second edition of the text is organized like the first with four sections.

The first section introduces the concept of MTI and then establishes what is
in the domain of management of technology and innovation. This section
contains two chapters. There are two major strategic options that an organization can take in the development and maintenance of MTI (1) internal innovation and (2) obtaining technology through external means. The process
utilized in each of these two approaches to MTI involves (a) planning, (b) implementation, and (c) evaluation and control to ensure that the plans and
goals of the firm are met. As a result of this view, the second section of the
text examines internal innovation planning (Chapter 3), implementation
(Chapter 4), and evaluation and control (Chapter 5). The third section repeats this pattern for external efforts to obtain technology planning (Chapter 6),

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


PREFACE xvii

implementation (Chapter 7), and evaluation and control (Chapter 8). The last
section of the text examines the building of the capabilities necessary for MTI
success (Chapter 9), and organizational learning and knowledge management
(Chapter 10). These chapters are very rich and the authors found by using the
book that the material for a course fits into both the quarter system and
the fifteen-week semester.
Each of these four sections has a unifying real company case that introduces it. These are all new for this edition. In the first section, General Electric is the firm of interest. Chapter 1 uses the firm to illustrate the need and
benefit of MTI to business and society. Chapter 2 then illustrates the strategic activities that impact the MTI process at GE. In a similar manner,
GlaxoSmithKline is used in the section about internal innovation (Chapters
3 5) and Acer provides the example for the section about acquisition of technology (Chapters 6 8). Finally, Google illustrates how to build strategic MTI
success (Chapters 9 10).
For each of the four sections, an appendix addresses a key topic that impacts all chapters in that section. For the introduction section, the appendix
focuses on ethics and corporate social responsibility. This is new for this edition. The recent wave of interest in green technology led to the inclusion of
this topic. For the innovation section, the appendix centers on managing innovation projects. For the acquisition of technology section, the appendix addresses the issues of managing platforms and portfolios of technology.
Forecasting is the focus of the appendix for the fourth section.
The authors have sought to ensure that there are updated examples in the
text to illustrate the concepts discussed. In addition, the authors have included examples from every continent except Antarctica the global economy

is a reality because of new technologies in communication, transportation,
and information sharing. Within each chapter, there are examples that illustrate different aspects for that chapter. To further this emphasis, there are several mini-cases in each chapter. These cases have questions that can be used
by instructors to generate analysis by and discussion with the students.

FOUNDATION FOR THE TEXT
This book was written by authors with over 50 years of combined teaching
and consulting experience. Their primary goal was to provide a readable, useful text about strategic issues in MTI. This means that the book is focused on
real contexts and organizational actions. The direct systematic planning, implementation, and evaluation and control approach to the two major strategic
actions required to obtain technology is unique to this text. These activities
are part of every strategic decision of successful organizations. However, this
text is the first to lay a practical, understandable method for students, no
matter their background, to see how to accomplish such activities.
The text is based on material that gives the student active learning opportunities from a variety of sources. For example, the exercises in each chapter
include those that focus on using the World Wide Web, others that are intended to enable students to apply the knowledge learned in a chapter to a

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


xviii PREFACE

firm they know, whether it be one they research or one they work for, and
still others that are intended to generate discussion in class. In addition, the
supplements available to instructors and students provide other avenues for
exploring MTI.
Third, the text is based on the recognition that MTI is a global phenomenon.
To that end, the authors use numerous examples from around the world. Some of
the names may be unfamiliar to some students, but the issues are the same. The
hope is to allow students to learn more about businesses around the world and
to help them see that MTI, in many ways, transcends national boundaries and reflects the global economy in which they will work.

FEATURES OF THE BOOK
Integrated cases for each section that focus on high-profile companies
such as General Electric, GlaxoSmithKline, Acer, and Google
Exercises designed to engage the students at the end of each chapter
Real-life mini-cases
WWW exercises
Discussion questions
Exercises to help students apply the knowledge to their firms if they
are currently employed or very knowledgeable about a given firm
Managerial checklists and guidelines at the end of each chapter
An appendix at the end of each section that discusses useful analytical
tools and concepts for moving forward in MTI

OUTSTANDING INSTRUCTOR RESOURCES
The Instructor’s Resource CD-ROM (ISBN: 0538481722) consists of
PowerPoint slides, the Instructor s Manual, Test Bank, and ExamView
computerized test bank files.
The Test Bank, written by Margaret White and Garry Bruton, includes
approximately 35 multiple-choice, 15 true/false, and 7 to 10 short-answer
questions for each chapter. This has been updated.
ExamView is an easy-to-use automated testing program that enables
instructors to create exams by using provided questions, modifying
questions, or adding new questions.
The Instructor’s Manual helps instructors streamline course preparation
and get the most from the text. Included in the IM are answers to the
questions at the end of each chapter. These include Relating to Your
World, questions that connect course material to students own experiences, WWW Exercises, Technology Audit Exercises, Discussion Questions designed to generate broad-based classroom discussion, and
questions that connect the opening case for each section to the chapter.
PowerPoint Presentation Slides let you incorporate images from your
book right into your own lectures. Each chapter contains approximately

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PREFACE

xix

twenty slides. In addition, the Instructor s Manual contains a guide on
how to use the slides with each chapter.
Web Resources at www.cengage.com/management/white include rich
teaching and learning resources, including Key Terms with definitions in
separate files by chapter, Flashcards, the Instructor s Manual, Test Bank,
PowerPoint slides, and a list of potential cases.

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.


ABOUT THE AUTHORS

MARGARET A. WHITE B.S., M.B.A., Sam Houston State University; Ph.D., Texas
A&M University. Professor White is the coauthor of over 75 papers and articles. She has published in leading academic journals, such as Academy of
Management Review, Academy of Management Journal, and Strategic Management Journal. Her current research interests include organizational structure and innovation and strategic management of technology. She has served
as an ad hoc reviewer at the Academy of Management Journal, Academy of
Management Review, Administrative Science Quarterly, Journal of Management, and the Strategic Management Journal. Moreover, she was an index editor of the Academy of Management Journal. Professor White is a member of
the Academy of Management Association and the Strategic Management Society, where she was a board member for the Strategic Process Interest Group.
She is also a member of the Project Management Institute.
GARRY D. BRUTON B.A., University of Oklahoma; M.B.A., George Washington
University; Ph.D., Oklahoma State University. Professor Bruton has authored
or coauthored over sixty articles in leading academic journals, including the

Academy of Management Journal, Strategic Management Journal, Journal of
International Business Studies, and the Journal of Business Venturing. His
principal research interests include entrepreneurship and emerging economies.
Professor Bruton is the editor of Academy of Management Perspectives, serves
on the editorial boards of five journals, and is the president of the Asia Academy of Management.

xx
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ACKNOWLEDGMENTS

The book is dedicated to two groups of people in our lives: our professional
support and our personal support groups. The first is our students and
teachers some individuals belong to both of these. We both believe we will
stop teaching when we quit learning in the classroom. The beginning of this
text was prompted by one of Margaret s students asking why she didn t write
an MTI text that took the view she was teaching. Just as our formal teachers
inspired us in the classroom, our students today inspire us and the text s development reflects that.
Our families and friends have provided both of us an anchor and sails
throughout our lives. Right after signing the contract for the first edition,
Luanne, Garry s wife, was diagnosed with breast cancer. The technological
strides that have been made in fighting this disease are miraculous. We have
seen the survival rates for this disease jump to over 70% because of new treatments and early detection. Luanne is doing well. She inspired and encouraged
us both to complete this book and to undertake the second edition. Other family
and friends have given us encouragement and support through the good times
and bad. Thanks to our parents who encouraged us as we matured and to
Garry s mother who continues to be a great source of strength. John, Stephanie,
and Faith your father wants you to understand the world you will work and
live in. Stefani and Lisa your aunt wants to inspire you to reach for goals you

did not know you had.
Our editors have shown incredible patience. As we all know, learning
should never conclude and it continues for us. We continue to learn, to seek
new oceans of knowledge. We hope you learn much from this text and that
it provides an impetus for your continued learning and growth.

xxi
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xxii ACKNOWLEDGMENTS

Thanks to the following reviewers who supplied many helpful suggestions:
Terry R. Adler
New Mexico State University

Steven Tello
University of Massachusetts Lowell

Scott Droege
Western Kentucky University

Don Wicker
Brazosport College

Susanna Khavul
University of Texas at Arlington

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.

The Management of
Technology and
Innovation
A Strategic Approach

Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.