Elizabeth Jane Altman
Elizabeth J. Altman is a doctoral candidate in Management at the Harvard Business School. Her research interests include innovation, strategy, organizational change, platform-based businesses and their related ecosystems. Her work focuses on the impact to incumbent organizations as platform-based highly networked business models become more prevalent in the global economy. Altman’s research projects focus on organizational and managerial challenges to firms as they transition from operating in traditional product-centric industries to ones where competition is platform-based. She studies firms that themselves transition to platform businesses and also accessory and application providers that join platform-related ecosystems.
Altman was formerly vice president of business development in Motorola's Mobile Devices business. During Altman's 18 year career at Motorola, she served in various executive and leadership positions including roles in industrial design, product development engineering, manufacturing, marketing, and strategy. Altman’s main areas of professional expertise include business and innovation strategy, business development, M&A, equity investing, developing and managing strategic alliances, and technology licensing.
Altman earned dual graduate degrees in mechanical engineering and management at the Massachusetts Institute of Technology, and earned her undergraduate degree in mechanical engineering from Cornell University. She has served on the Cornell University Board of Trustees and is an emeritus member of the President’s Council of Cornell Women and the Cornell University College of Engineering Advisory Board. Altman is co-author of the book The Innovator’s Guide to Growth (Harvard Business Press, 2008).
The Innovator's Guide to Growth
Anthony, Scott D., Mark W. Johnson, Joseph V. Sinfield, and Elizabeth J. Altman. The Innovator's Guide to Growth
. Harvard Business Press, 2008.
Technology and Innovation Management
The goal of this annotated bibliography on technology and innovation is to organize and present the most important literature relevant to a scholar seeking to understand and advance the field. It includes articles that are highly-cited and foundational pieces, as well as recent articles that help give the reader a sense of where the field is headed and where likely opportunities for future research lie. This article seeks to strike an equilibrium among the variety of perspectives that exist in technology and innovation literature, balancing new and old research as well as economic, organizational, and cross-disciplinary methodologies. The innovative process is broadly considered here, as well as the technologies that result from it, including business model innovation, service-level innovation, and product innovation, highlighting articles that utilize diverse levels of analysis.
Innovation and Management;
Organizational Change and Adaptation;
Altman, Elizabeth J., Frank Nagle, and Michael Tushman. "Technology and Innovation Management
." In Oxford Bibliographies: Management
, edited by Ricky W. Griffin. New York: Oxford University Press, 2013.
Innovating without Information Constraints: Organizations, Communities, and Innovation When Information Costs Approach Zero
Innovation has traditionally taken place within an organization's boundaries and/or with selected partners. This Chandlerian approach to innovation has been rooted in transaction costs, organizational boundaries, and information processing challenges associated with distant search. Information processing, storage, and communication costs have long been an important constraint on innovation and a reason for innovative activities to take place inside the boundaries of an organization. However, exponential technological progress has led to a dramatic decrease in information constraints. In a range of contexts, information costs approach zero. In this chapter, we discuss how sharply reduced information costs enable organizations to engage with communities of developers, professionals, and users for core innovative activities, frequently through platform-based businesses and ecosystems and by incorporating user innovation. We then examine how this ease of external engagement impacts the organization and its strategic activities. Specifically, we consider how this shift in information processing costs affects organization boundaries, business models, interdependence, leadership, identity, search, and intellectual property. We suggest that much of the received wisdom in these areas of organization theory requires revisiting. We then discuss the implications for an organization’s management of innovation and conclude with research opportunities.
Keywords: managing innovation;
Platforms and Ecosystems;