Lynn White, Jr., Medieval Technology and Social Change (Oxford, England: Oxford University Press, 1962), 14–38.

The story of the SiGe chip and its innovator is ably told in various sections of Richard Leifer et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2000).

Ibid., 5.

Lee A. Sage, Winning the Innovation Race (New York: Wiley, 2000), 7.

Michael L. Tushman and Charles A. O’Reilly III, Winning Through Innovation (Boston: Harvard Business School Press, 1997), 160–161.

See George S. Day, “Closing the Growth Gap: Balancing BIG I and small i Innovation,” Knowledge@Wharton, February 1, 2007, http://knowledge.wharton.upenn.edu/paper.cfm?paperID=1344.

Leifer et al., Radical Innovation.

Ibid.

James M. Utterback, Mastering the Dynamics of Innovation: How Companies Can Seize Opportunities in the Face of Technological Change (Boston: Harvard Business School Press, 1994), 106–116.

Procter & Gamble’s development of the disposable diaper is told in Oscar Schisgall, Eyes on Tomorrow: The Evolution of Procter & Gamble (Chicago: J.G. Ferguson Publishing Co., 1981) 216–220.

Peter F. Drucker, “The Discipline of Innovation,” Harvard Business Review, May–June 1985, 65–67.

Greg. A. Stevens and James Hurley, “3,000 Raw Ideas = 1 Commercial Success!” Research—Technology Management, May–June 1997.

George Beall, from a speech delivered at the Industrial Research Institute Fall Meeting in San Jose, California, October 2001.

“Solving the Innovator’s Dilemma,” Product Development Best Practices Report, May 2000, http://www.managementroundtable.com/PDBPR/strategyn.html.

G. L. Lilien, P. D. Morrison, K. Searls, M. Sonnack, and E. von Hippel, “Performance Assessment of the Lead User Idea-Generation Process for New Product Development.” Management Science 48, no. 8, (2002): 1042–1059.

The Posse Ride experience is recorded in multimedia case format in Susan Fournier, Sylvia Sensiper, James McAlexander, and John Schouten, “Building Brand Community on the Harley-Davidson Posse Ride,” Harvard Business School Case no. 501009 (Boston: Harvard Business School Publishing, 2000).

Podcast of interview with David Kelley, http://iinnovate.blogspot.com/2006/08/david-kelley-founder-of-ideo.html .

For a full discussion of the Honda Element cases, see chapters six and eight in Marc H. Meyer, The Fast Path to Corporate Growth (New York: Oxford University Press, 2007).

Dorothy Leonard and Jeffrey F. Rayport, “Spark Innovation Through Empathetic Design,” Harvard Business Review, November–December 1997, 102–113.

Richard Leifer et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2000), 142–155.

Lee A. Sage, Winning the Innovation Race (New York: Wiley, 2000), 15–16.

Darrell Rigby and Chris Zook, “Open Market Innovation,” Harvard Business Review, October 2002, 80–89.

Ibid.

Larry Huston and Nabil Sakkab, “Connect and Develop: Inside Procter & Gamble’s New Model for Innovation,” Harvard Business Review, March 2006.

Albert Shapero, “The Management of Creative Professionals,” Research-Technology Management 28, no. 2 (March–April 1985): 23–28.

Edward Roberts and Alan Fusfeld, “Critical Functions: Needed Roles in the Innovation Process,” in The Human Side of Managing Technological Innovation, ed. Ralph Katz (New York: Oxford University Press, 1997), 279.

Robert I. Sutton, Weird Ideas That Work (New York: Free Press, 2002), 94–103.

This method is described in detail in Genrich Altshuller, And Suddenly the Inventor Appeared: TRIZ, the Theory of Inventive Problem Solving, 2nd ed., trans. Lev Shulyak (Worcester, MA: Technical Innovation Center, Inc., 1996).

For a more complete description of catchball, see George Labovitz and Victor Rosansky, The Power of Alignment: How Great Companies Stay Centered and Accomplish Extraordinary Things (New York: Wiley, 1997), 90–92.

Mark Rice and Gina Colarelli O’Connor, “Opportunity Recognition and Breakthrough Innovation in Large Established Firms,” California Management Review 43, no. 2 (Winter 2001): 96.

For more on DuPont’s experience with Biomax, see Richard Leifer et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2001), 12–16.

Rice and O’Connor, “Opportunity Recognition and Breakthrough Innovation in Large Established Firms,” 105.

This discussion is based on W. Chan Kim and Renée Mauborgne, “Knowing a Winning Idea When You See One,” Harvard Business Review, September–October 2000, 129–136, 138.

See Richard Leifer et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2000), 38–39.

Michael D. Watkins, “The Power to Persuade,” Note 9-800-323 (Boston: Harvard Business School Publishing, revised July 24, 2008).

Greg A. Stevens and James Burley, “3000 Raw Ideas = 1 Commercial Success!” Research-Technology Management 40, no. 3 (May–June 1997): 16–27.

Nicholas Bloch, Dara Gruver, and David Cooper, “Slimming Innovation Pipelines to Fatten Their Returns,” Harvard Management Update, August 2007.

For a more complete development of this issue, see Don Reinertsen, “There Is No Fun in the Funnel,” Product Development Best Practices Report, October 1999, http://www.managementroundtable.com/PDBPR/Funnell.html.

Robert G. Cooper, “Stage-Gate Systems: A New Tool for Managing New Products,” Business Horizons, May–June 1990, 45–54.

Robert G. Cooper, “Selecting Winning New Product Projects,” Journal of Product Innovation Management 2, no. 1 (March 1985): 35.

Clayton M. Christensen, interview with HBS Publishing, October 8, 1998, www.hbsp.harvard.edu/products/pressbooks/innovator/qa/html.

Clayton M. Christensen, Stephen P. Kaufamn, and Willy C. Shih, “Innovation Killers: How Financial Tools Destroy Your Capacity to Do New Things,” Harvard Business Review, January 2008.

Rita Gunther McGrath and Ian C. MacMillan, ‘Discovery Driven Planning,” Harvard Business Review, July-August 1995.

George S. Day, “Is It Real? Can We Win? Is It Worth Doing? Managing Risk and Reward in an Innovation Portfolio,” Harvard Business Review , December 2007.

Adam M. Brandenburger and Harborne W. Stuart Jr., “Value-based Strategy,” Journal of Economics & Management Strategy (January 2005): 5–14.

David Bovet and Joseph Martha, Value Nets: Breaking the Supply Chain to Unlock Hidden Profits (New York: Wiley, 2000), 30.

For more on USAA, see Tom Teal, “Service Comes First: An Interview with USAA’s Robert F. McDermott,” Harvard Business Review, September–October 1991, 116–127.

“USAA Tops in Customer Survey Again,” San Antonio News, June 27, 2007.

Michael E. Porter, “What Is Strategy?” Harvard Business Review, November–December 1996, 61–78.

Carl von Clausewitz, On War, ed. Anatol Rapoport (London: Penguin Books, 1968).

Marc H. Meyer and Alvin P. Lehnerd, The Power of Product Platforms (New York: The Free Press, 1997), xii.

Ibid., 5–15.

See Richard Foster, Innovation: The Attacker’s Advantage (New York: Summit Books, 1986).

Michael L. Tushman and Charles A. O’Reilly III, Winning Through Innovation (Boston: Harvard Business School Press, 1997), 17.

Jay Paap and Ralph Katz, “Anticipating Disruptive Innovation,” Research-Technology Management 47, no. 5 (September–October 2004): 13–22.

Joseph L. Bower and Clayton M. Christensen, “Disruptive Technology : Catching the Next Wave,” Harvard Business Review, January–February 1995.

Currently, the best advice for leveraging existing technology to new customer and new uses can be found in Marc H. Meyer, The Fast Path to Corporate Growth (New York: Oxford University Press, 2007).

Clayton M. Christensen, Scott D. Anthony and Erik A. Roth, Seeing What’s Next: Using Theories of Innovation to Predict Industry Change (Boston: Harvard Business School Press, 2004), 4.

James R. Bright, “Evaluating Signals of Technological Change,” Harvard Business Review, January–February 1970, 6 ; also see James R. Bright and James W. Brown, “Monitoring for Technological Change,” Business Horizons, October 1972, 5–15.

Clayton M. Christensen, interview with HBS Publishing, October 8, 1998, www.hbsp.harvard.edu/products/pressbooks/innovator/qa/html.

Robert G. Cooper, “Your NPD Portfolio May Be Harmful to Your Business Health,” PDMA Visions, April 2005.

George S. Day, “Is It Real? Can We Win? Is It Worth Doing: Managing Risk and Reward in an Innovation Portfolio,” Harvard Business Review , December 2007. As described by Day, the risk matrix “was developed from many sources, including long-buried consulting reports by A. T. Kearney and other firms,” and other literature.

For a more complete discussion of top-down versus bottom-up strategy, see Eric Mankin, “Top Down Innovation at GE,” at http://www.babsoninsight.com/contentmgr/showdetails.php/id/847.

Graham Wallas, The Art of Thought (London: J. Cape, 1926). Modern readers can find a discussion of Wallas’s four-stage process in Albert Shapero, “Managing Creative Professionals,” Research-Technology Management 28, no. 2 (March–April 1985): 23–28.

Robert H. Dennard, “Creativity in the 2000s and Beyond,” Research-Technology Management 43, no. 6 (November–December 2000): 23–25.

Shapero, “Managing Creative Professionals.”

Ibid.

Teresa M. Amabile, “How to Kill Creativity,” Harvard Business Review , September–October 1998, 77–87.

Dava Sobel, Longitude: The True Story of a Lone Genius Who Solved the Greatest Scientific Problem of His Time (New York: Walker & Company, 1995).

Amabile, “How to Kill Creativity.”

Leonard. S. Cutler, “Creativity: Essential to Technological Innovation,” Research-Technology Management 43, no. 6 (November–December 2000): 29–30.

Teresa Amabile, Constance Hadley, and Steven Kramer, “Creativity Under the Gun,” Harvard Business Review, August 2002, 57.

Ralph Katz, “Managing Creative Performance in R&D Teams,” in The Human Side of Managing Technological Innovation, 2nd ed., ed. Ralph Katz (New York: Oxford University Press, 2007), 161.

Ibid., 163.

Ben W. Heineman, Jr. “Inspiring Innovation,” Harvard Business Review , August 2002, 49.

Ibid., 40.

For R&D labs definitive work in this area is Thomas J. Allen, “Communication Networks in R&D Laboratories,” reprinted in The Human Side of Managing Technological Innovation, 2nd ed., ed. Ralph Katz (New York: Oxford University Press, 2004), 298–308.

Lee A. Sage, Winning the Innovation Race (New York: Wiley, 2000), 150–151.

For an excellent description of the Xerox–L.L. Bean cases, see Gregory H. Watson, Strategic Benchmarking: How to Rate Your Company’s Performance Against the World’s Best (New York: John Wiley & Sons, Inc., 1993), 149–167.

Richard Leifer, et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2000), 162–163.

See Turid Horgen, Donald A. Schön, William L. Porter, and Michael L. Joroff, Excellence by Design (New York: John Wiley & Sons, Inc., 1998).

Thomas J. Allen, “Communication Networks in R&D Labs,” R&D Management 1 (1971): 14–21.

http://solutions.3m.com/wps/portal/3M/en_US/our/company/information/history/McKnight-principles/.

Michael L. Tushman and Charles A. O’Reilly III, Winning Through Innovation (Boston: Harvard Business School Press, 1997, 33–34.

Michael Beer, “Leading Change,” class note 9-488-037 (Boston: Harvard Business School Publishing, revised 15 May 1991), 2.

Lewis S. Edelheit, “Perspective on GE Research & Development,” Research-Technology Management 47, no. 1 (January–February, 2004): 49–55.

Steven C. Wheelwright and Kim B. Clark, Revolutionizing Product Development (New York: Free Press, 1992), 22–34.

Rosabeth Moss Kanter, “Innovation: The Classic Traps,” Harvard Business Review, November 2006.

Ibid.

Tushman and O’Reilly, Winning Through Innovation, 219.

Richard Leifer et al., Radical Innovation: How Mature Companies Can Outsmart Upstarts (Boston: Harvard Business School Press, 2000).

William J. Strunk, with E. B. White, The Elements of Style, 4th ed. (Boston: Allyn & Bacon, 1998), rule 17.