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Wharton on Managing Emerging Technologies


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Table of Contents

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.

About the Author

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 was one of the founders of the Emerging Technologies Management Research Program at the Huntsman Center and has consulted for numerous corporations, including GE, IBM, and Nortel Networks. Dr. Day is 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 the founder and chairman of Decision Strategies International, Inc., a firm specializing in scenario-based strategic management and executive decision-making. A frequent speaker and consultant to numerous organizations around the world, Professor Schoemaker is the author of many articles and several books on decision-making and strategy, including Decision Traps. ROBERT E. GUNTHER was coordinating writer for Wharton on Dynamic Competitive Strategy.

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