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While both process and information technologies are discussed, this book focuses primarily on product technology--the development and use of technological capabilities relevant to new product development. It's divided into two main sections. Part One covers strategy and technology, including industry structure, competitive advantages and analytical tools. Part Two covers technology and organization, including structure, process and culture.

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CHOICE Review

This English version of a French text first published in 1987 emphasizes the importance of not only including the management of technology among major components "of the strategy making process," but elevating the importance of this component relative to the others. When originally written, this thrust was much more cutting edge than it is today. Recent books on business policy/strategy provide similar support for increased emphasis on the technology component of the strategic development process. Notwithstanding this point, this volume does make important contributions to improving the integration of technology management in key strategy development activities. The value of these contributions lies in the use of examples highlighting, from a broad international perspective, major business activities that were critically related to technology management. The vast preponderance of citations and references, however, are from the early to mid-1980s, which leaves the reader to question what information may have been missed during the ensuing five years. In spite of that limitation, the volume provides a well-founded presentation for anyone who may doubt the significance of technology management in the strategy development process. Advanced undergraduate; graduate; professional. R. Havranek; SUNY Institute of Technology