Reading in the Management of Innovation ^{2nd Ed.}

Just like the first edition of Readings in the Management of Innovation, this Second Edition offers a unified and comprehensive view of the core issues in managing innovation. But this new edition builds upon and extends the high standards of the first edition, providing 60% new material to keep pace with the fast-breaking changes in the management off innovation.

Representing a broad range of perspectives on managing innovation over time, this new edition:

• Retains the first edition's unique emphasis on managerial problem solving
• Includes, within each chapter, a multidisciplinary array of readings by acknowledged experts in the field
• Contains a new section on executive leadership, organizational learning, and managing linkages
• Challenges the reader to consider the balance between short-term efficiency and long-term adaptability
• Maintains an easy-to-use organization

• Introduction: The Managerial Challenge
• Technological Pioneering and Competitive Advantage: The Birth of the VCR Industry
  Richard S. Rosenbloom and Michael A. Cusumano
• Section I: Innovation over Time and in Historical Context
1. Innovation over Time and in Historical Context
• Patterns of Industrial Innovation
  William J. Abernathy and James M. Utterback
• The Panda's Thumb of Technology
  Stephen Jay Gould
• I.B.M.'s $5,000,000,000 Gamble
  T. A. Wise
• Innovation: Mapping the Winds of Creative Destruction
  William J. Abernathy and Kim B. Black
• The Anatomy of Successful Innovations
  Donald G. Marquis
• The Bell-Western Union Patent Agreement of 1879: A Study in Corporate Imagination
  George David Smith
• Section II: Organization and Innovation
2. Approaches to Innovation and Organizing
• Central Problems in the Management of Innovation
  Andrew H. Van de Ven
• Innovation and Corporate Strategy: Managed Chaos
  James Brian Quinn
• The Mythology of Innovation, or A Skunkworks Tale, Part II
  Thomas Peters
• A Model for Diagnosing Organizational Behavior
  David A. Nadler and Michael L. Tushman
3. Basic Organizational Processes
• Gunfire at Sea: A Case Study of Innovation
  Elting Morison
• Who Gets Power & And How They Hold on to it: A Strategic-Contingency Model of Power
  Gerald R. Salancik and Jeffrey Pfeffer
• Managing Careers: The Influence of Job and group Longevities
  Ralph Katz
• Section III: Technology and Business Strategy
4. Technology and Business Strategy
• Timing Technological Transitions
  Richard N. Foster
• Strategic Management of Technology
  Chris Pappas
• Corporate Strategy and Technological Policy
  Modesto A. Maidique and Peter Patch
• Strategic Responses to Technological Threats
  Arnold C. Cooper and Dan Schendelk
• Section IV: Managing Functional Areas
5. Research and Development
• Managing Communication Networks in R&D Laboratories
  Michael L. Tushman
• A Critical Examination of the Dual Ladder Approach to Career Advancement
  Laurie Michael Roth
• Investigating the Not Invented Here (NIH) Syndrome: A Look at the Perfromance, Tenure, and Communication Patterns of 50 R&D Project Groups
  Ralph Katz and Thomas J. Allen
• Staffing the Innovative Technology-Based Organization
  Edward B. Roberts and Alan R. Fusfeld
• The Role of Japan-Based R&D in Global Technology Strategy
  D. Eleanor Westney and Kiyonori Sakakibara
6. Marketing
• Changes in Consumer Behavior over the Product Life Cycle
  John A. Howard and William L. Moore
• Lead Users: A Source of Novel product Concepts
  Eric von Hippel
• Concept Testing
  William L. Moore
• Redesigning Product Lines with Conjoint Analysis: How Sunbeam Does It
  Albert L. Page and Harold F. Rosenbaum
7. Manufacturing/Operations
• The Interface between Strategy and Manufacturing Technology
  Mariann Jelinek and Joel D. Goldhar
• Matching Process Technology with Product/Market Requirements
  Robert H. Hayes and Steven C. Wheelwright
• Product Development and Manufacturing Start-Up
  Steven C. Wheelwright
• Improvement of Quality and Productivity through Action by Management
  W. Edwards Deming
• Section V: Managing Linkages
8. Managing Linkages
• Strategic Linking: Designing Formal Coordination Mechanisms
  David A. Nadler and Michael L. Tushman
• Organizing for High-Tech Marketing
  William L. Shanklin and John K. Ryans, Jr.
• Innovation Processes in Multinational Corporations
  Sumantra Ghoshal and Vladimir Pucik
• Japanese Management: Practices and Productivity
  Nina Hatvany and Vladimir Pucik
• Managing the New Product Development Process: How Japanese Companies Learn and Unlearn
  Ken-ichi Imai, Ikujiro Nonaka, and Hirotaka Takeuchi
• Section VI: Venturing and Organization Learning
9. Venturing and Organization Learning
• Entrepreneurs, Champions, and Technological Innovation
  Modesto A. Maidique
• Managing the Internal Corporate Venturing Process
  Robert A. Burgelman
• Entering New Businesses: Selecting Strategies for Sucess
  Edward B. Roberts and Charles A. Berry
• Profiting from Technological Innovation: Implications for Integration, Collaboration, Licensing and Public Policy
  David J. Teece
• Section VII: Governmental Influence on Innovation
10. Governmental Influence on Innovation
• How to Keep Mature Industries Innovative
  Charles F. Sabel, Gary Herrigel, Richard Kazis, and Richard Deeg
• Industrial Innovation Policy: Lessons from American History
  Richard R. Nelson and Richard N. Langlois
• Technology and Trade: A Study of U.S. Competitiveness in Seven Industries
  N. Bruce Hannay
• Section VIII: Executive Leadership and the Management of Innovation and Change
11. Executive Leadership and the Management of Innovation and Change
• The Art of High-Technology Management
  Modesto A. Maidique and Robert H. Hayes
• Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution
  Michael L. Tushman, William H. Newman, and Elaine Romanelli
• Concepts for the Management of Organizational Change
  David A. Nadler
• Managing Strategic Change
  James Brian Quinn
• Aloca Goes back to the Future
  George David Smith and John E. Wright

Remarkable, I am reading this book over twenty years since it was published and I still find it very relevant. In fact, I feel refreshed of the lack of pet theories or a total focus on IT (even if high-tech is prevalent in the book).

I strongnly believe this is a book worth reading.