| 0. Introduction |
| 1 | Creating, capturing, and delivering value with technology strategy | |
| I. Creating value: technology, market, and organizational perspectives |
| 2 | Case: eInk | |
| 3 | Case: Apple 2006 | Paper 1 due |
| 4 | Industry life cycles and evolution of markets | |
| 5 | Case: Novartis | |
| 6 | Partnership case: Intel (A): photolithography strategy in crisis | Paper 2 due |
| 7 | Organizational of innovation: structure, processes and incentives | |
| II. Capturing value: appropriability, competition, and interdependence |
| 8 | Case: Abgenix and the XenoMouse | |
| 9 | Appropriability: uniqueness and complementary assets | |
| 10 | Case: Ember: developing the next ubiquitous network standard | Paper 3 due |
| 11 | Open standards, increasing returns, and propriety control | |
| 12 | Case: Red Hat and the Linux revolution | |
| 13 | Partnership case: Google and AOL | |
| 14 | Horizontal / vertical strategies and the evolution of the value chain | Paragraph outlining final paper topic due |
| 15 | Case: Nokia, Apple iPhone, and Google phone | |
| 16 | Strategic management of platforms and ecosystems | Paper 4 due |
| III. Delivering value: organizational dynamics and inter-firm relationships |
| 17 | Case: we've got rhythm! Medtronic Corporation's cardiac pacemaker business | |
| 18 | Case: Toyota Motor corporation: launching Prius | |
| 19 | Organizational dynamics: overload, time-pacing, simple rules, and probing | |
| 20 | Partnership case: Alza/Ciba (1): structuring a deal? | |
| 21 | Partnership case: Alza/Ciba (2): managing the relationship, 1977-1979 | |
| IV. Practicing technology strategy |
| 22 | Case: Kodak and the digital revolution (A) | Presentation slides due |
| 23 | Selected student presentations | |
| 24 | Conclusions and reflections | Final paper due |
