Showing papers by "David J. Teece published in 2011"
TL;DR: In this article, the authors pried off the top of an IBM laptop, and the keyboard as well as the keyboard, and then they glued a bunch of little map fags to every single technological component in the computer that they had licensed from IBM.
Abstract: “We pried off the top of an IBM laptop, and the keyboard as well, and then we glued a bunch of little map fags to every single technological component in the computer that we had licensed from othe...
72 citations
TL;DR: In this paper, the authors recommend dynamic capabilities as an integrative framework for the business school curriculum and discuss the history, sources, and consequences of the disciplinary fragmentation of most curricula.
Abstract: Purpose – This paper aims to recommend dynamic capabilities as an integrative framework for the business school curriculum.Design/methodology/approach – The paper discusses the history, sources, and consequences of the disciplinary fragmentation of most curricula. There is a determined effort to draw on all the relevant social science disciplines along with practice to create an intellectually coherent, interdisciplinary framework.Findings – The dynamic capabilities framework can provide guidance for integrating the curriculum across disciplines and between theory and practice.Social implications – Implementation along the lines proposed will give students more of what they need and allow business schools to graduate individuals with a better chance of managing organizations in fast‐changing environments exposed to strong global competition.Originality/value – The application of one of the dominant paradigms in management studies is proposed as a framework for integrating and enhancing the entire business...
55 citations
Posted Content•
TL;DR: The concept of dynamic capabilities as mentioned in this paper is defined as the skills, processes, routines, organizational structures and disciplines that enable firms to build, employ, and orchestrate intangible assets relevant to satisfying customer needs, and which cannot be readily replicated by competitors.
Abstract: How do firms compete? How do firms earn above normal returns? What's needed to sustain superior performance long term? An increasingly powerful answer to these fundamental questions of business strategy lies in the concept of dynamic capabilities. These are the skills, processes, routines, organizational structures, and disciplines that enable firms to build, employ, and orchestrate intangible assets relevant to satisfying customer needs, and which cannot be readily replicated by competitors. Enterprises with strong dynamic capabilities are intensely entrepreneurial. They not only adapt to business ecosystems; they also shape them through innovation, collaboration, learning, and involvement. David Teece was the pioneer of the dynamic capabilities perspective. It is grounded in 25 years of his research, teaching, and consultancy. His ideas have been influential in business strategy, management, and economics, and are relevant to innovation, technology management, and competition policy. Through his consultancy and advisory work he has also brought these ideas to bear in business and policy making around the world. This book is the clearest and most succinct statement of the core ideas of dynamic capabilities. Teece explains their genesis, application, and how they offer an alternative approach to much conventional strategic thinking grounded in simplistic and outdated understandings of industrial organizations and the foundations of competitive advantage. Accessibly written and presented, it will be an invaluable and stimulating tool for all those who want to understand this important contribution to strategic thinking, be they MBA students, academics, managers, or consultants.
27 citations
TL;DR: In this article, the authors argue that the efficiency of such ecosystems may be enhanced by market structure innovations that either extend vertical control or delimit it, which runs counter to the prevailing popular and regulatory sentiment that “open” platforms offer categorically superior welfare outcomes than do “closed” systems.
Abstract: Dynamic competitive forces are dramatically altering mobile markets in the U.S. and around the world. Wireless networks, having sunk considerable capital in the creation of phone systems, must not only compete among themselves for subscribers, but also need to form strategic alliances with emerging handset application platforms (HAPs) created by such firms as Research in Motion (Blackberry), Apple (iPhone), and Google (Android). Current developments illustrate two fundamental aspects of innovation. First, that innovations created by one set of investors may generate returns for complementary suppliers, either via coordinated activity (strategic platforms) or competitive rivalry (appropriation). Second, that the efficiency of such ecosystems may be enhanced by market structure innovations that either extend vertical control or delimit it. This runs counter to the prevailing popular and regulatory sentiment that “open” platforms offer categorically superior welfare outcomes than do “closed” systems – aka “walled gardens.”
19 citations
01 Jan 2011
19 citations