The main goal of this book is to help general managers integrate technology with corporate business and product-market strategies, and with innovative processes based on discoveries at different levels of an organization. This fifth edition contains new concepts and addresses issues, such as corporate-level technology, corporate strategy, product strategy, business performed at the unit and corporate levels, and innovation processes.

Structured over five main parts, the material represents a strongly established framework that supports the three theories of strategy, technology, and organization in a combined evolutionary perspective. Each part includes a large number of cases and readings, most of them new to this edition.

Part 1 deals with the general management perspective on integrating technology and strategy. The necessary tools for analyzing the relationships between corporate strategy and technology are presented, as well as those for performing audits on the organization’s innovative processes. This part is significantly enhanced, compared to previous editions, providing eight cases and seven readings on the two directions of technological innovation and strategy.

Part 2 is dedicated to the design and implementation of technology strategy from the evolutionary perspective, due to specific internal and external drivers. It presents 16 cases and 17 readings.

Part 3 details key issues in developing a firm’s innovative capabilities for implementing a technology strategy, focusing on internal and external sources of technology, linking new technology and customer needs, and managing the internal corporate ventures (15 readings and nine cases).

Part 4 continues to discuss the enactment of a technology strategy, covering the creation and implementation of a development strategy. Four cases and seven readings deal with specific key stages and tasks related to new product development, how to manage the interactions between key functional groups when building competencies and capabilities throughout the new product development process, the project manager role, and the connections between product and business strategy.

Part 5, “Conclusion: Innovation Challenges in Established Firms,” overviews the book’s main ideas on how to increase and develop a firm’s capabilities for managing technological innovation. It also presents three cases and two readings, providing an integrated perspective on four key strategic management challenges in established firms.

The book is very clear and has appropriate tables and figures; it provides useful detailed explanations inside text boxes and tables, and includes nicely designed figures. This advanced material is for business executives who are looking at how to integrate technology with a firm’s business and product-market strategies, and with the innovation process.