Give Responsibility for Disruptive Technologies to Organizations Whose Customers Need Them

What theory, described as 'somewhat controversial' in Chapter 5, posits that a company's customers and investors effectively control what it can and cannot do?

According to the resource dependence theory as presented in Chapter 5, what is the primary reason organizations will survive and prosper?

Chapter 5 presents two options for managers facing a disruptive technology that their current customers don't want. What is the second, and more successful, option?

What is the 'mechanism' that Chapter 5 identifies as the means through which customers control a firm's investments?

In the case of Quantum Corporation, what percentage of ownership did its executives retain in the spinoff venture, Plus Development Corporation?

What was the fate of Quantum Corporation's original 8-inch drive business by the late 1980s?

How did Control Data Corporation (CDC) attempt to enter the 5.25-inch disk drive market?

Despite being late to the market, what peak market share did Control Data Corporation's (CDC) 5.25-inch drives command in the higher-capacity segment?

Which company, among the early disk drive leaders, was the only one to successfully transition to a disruptive platform without using a spin-out strategy?

How did Micropolis's CEO, Stuart Mabon, ensure adequate resources for the disruptive 5.25-inch program?

In what year did Micropolis finally introduce a 3.5-inch product, illustrating the difficulty of keeping up with successive disruptive waves?

According to the analogy on page 125, what did the successful managers at Quantum and Control Data do regarding the 'forces of resource dependence'?

What was IBM's successful strategy for entering the disruptive personal computer market, as described in Chapter 5?

Why did Digital Equipment Corporation (DEC) fail in its four attempts between 1983 and 1995 to build a profitable business in personal computers?

What was the fundamental difference in the business model between discount retailing and traditional department stores, as explained in Chapter 5?

According to Table 5.1, 'Different Pathways to Profits', what were the typical gross margins for discount retailers like Kmart?

According to Table 5.1, how many times per year did discount retailers typically turn their inventory?

What was the difference in the calculated Return on Inventory Investment between department stores and discount retailers, as shown in Table 5.1?

Which two retailers, starting from similar positions as variety store chains, had dramatically different outcomes in their ventures into discount retailing?

What was Kresge's commitment strategy when launching its Kmart discount venture?

What was Woolworth's strategy for its Woolco discount venture in relation to its core variety store business?

What happened to Woolco's gross margins within a year of its consolidation with the F. W. Woolworth division?

According to Figure 5.3, what was the approximate gross margin for Woolco as a separate entity in 1962?

In what year did Woolworth's venture into discount retailing ultimately fail with the closure of its last Woolco store?

How is Hewlett-Packard's strategy of spinning out its ink-jet printer business described in the chapter?

In the mid-1980s, HP's laser jet was a discontinuous improvement over what previously dominant technology?

Which characteristics made the ink-jet printer a 'classic disruptive product' compared to the laser jet?

Where did HP create the autonomous organizational unit responsible for making the ink-jet printer a success?

What was the strategic behavior of HP's laser jet division in response to the ink-jet division, as shown in Figure 5.4?

What does the chapter predict would have happened if HP had NOT set up its ink-jet business as a separate organization?

According to resource dependence theory, why do managers in well-adapted companies often find their attempts to change direction rejected?

The chapter notes on page 119 that the patterns of innovation in a company will mirror the patterns in which what is allocated?

Who does the chapter state exerts a profound influence on the patterns of innovation through the resource allocation process?

What did Quantum do with Plus Development Corporation after its own 8-inch drive sales evaporated and Plus's 'Hardcard' revenues grew?

The experience of which company is used as an example of succeeding in a disruptive technology through 'managerial force'?

What did IBM do with its autonomous personal computer division that the author suggests was an important factor in its later difficulties in that market?

What conclusion does the chapter draw about a single organization's ability to simultaneously pursue disruptive and mainstream technologies?

What was the name of the first discount store mentioned in the chapter, which began operating in the mid-1950s?

In what year did Kresge hire a new CEO, Harry Cunningham, with the sole mission to convert the company into a discounting powerhouse?

In what year did both Kresge (Kmart) and Woolworth (Woolco) open their first discount stores, within three months of each other?

A decade after launching, how did the sales of Kmart compare to those of Woolco?

What term did Woolworth drop from all its advertising in 1967, as depicted in Figure 5.3?

According to the chapter, why were the career trajectories of individual managers a powerful factor influencing resource allocation away from disruptive projects?

What was the primary reason the Minneapolis facility of Control Data Corporation (CDC) kept pulling engineers off the 8-inch disk drive program?

The chapter likens Digital Equipment Corporation's (DEC) attempt to enter the desktop PC market to straddling what?

In the discount retailing case, which company recognized and harnessed the forces of resource dependence by creating a focused, independent organization?

Which company's organizational strategy for succeeding in disruptive discount retailing was compared to Digital Equipment Corporation's (DEC) strategy for launching its personal computer business?

According to Figure 5.4, 'Speed Improvement in Inkjet and Laserjet Printers', which printer technology showed a steeper rate of speed improvement over time?

What was the primary reason the CEO of Micropolis, Stuart Mabon, described the experience of forcing the transition to 5.25-inch drives as 'the most exhausting of his life'?

Based on the successful case studies in Chapter 5 (Quantum, IBM, Kresge, HP), what is the most consistently effective strategy for an established company to commercialize a disruptive technology?