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Author

Steven C. Wheelwright

Other affiliations: INSEAD
Bio: Steven C. Wheelwright is an academic researcher from Harvard University. The author has contributed to research in topics: New product development & Competitive advantage. The author has an hindex of 37, co-authored 76 publications receiving 15716 citations. Previous affiliations of Steven C. Wheelwright include INSEAD.


Papers
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Book
01 Jan 1978
TL;DR: The authors presents a wide range of forecasting methods useful for undergraduate or graduate students majoring in business management, economics, or engineering, including decomposition, regression analysis, and econometrics.
Abstract: Presents a wide range of forecasting methods useful for undergraduate or graduate students majoring in business management, economics, or engineering. Develops skills for selecting the proper methodology. Integrates forecasting with the planning and decision-making activities within an organization. Methods of forecasting include: decomposition, regression analysis, and econometrics. Stresses the strengths and weaknesses of the individual methods in various types of organizational areas. Numerous examples are included.

2,796 citations

Book
01 Jan 1984
TL;DR: The New Competitive Challenge for Manufacturing as discussed by the authors is a new competitive challenge for manufacturing, and the concept of manufacturing strategy is introduced, as well as long-term capacity strategies and facilities strategy.
Abstract: The New Competitive Challenge for Manufacturing. The Concept of Manufacturing Strategy. Long-term Capacity Strategies. Facilities Strategy. Implementing Facilities Planning Processes. The Technology of Manufacturing Processes. Matching Process Technology with Product/Market Requirements. The Experience Curve--A Framework for Manufacturing Performance Improvement. Vertical Integration and Sourcing. Managing Changes in Manufacturing's Technology and Structure. German Approaches to Manufacturing Management. Japanese Approaches to Manufacturing Management. Learning from Your World-class Competitors. Building Manufacturing's Competitive Potential. Index.

2,395 citations

Book
01 Jun 1992
TL;DR: A company's capability to conceive and design quality prototypes, and bring a product to market quicker than its competitors is increasingly the focal point of competition as discussed by the authors, according to the authors of this book At the core of a successful new product launch is management's ability to integrate the marketing, manufacturing, and design functions for problem solving and fast action, particularly during the critical design-build-test cycles of prototype creation.
Abstract: A company's capability to conceive and design quality prototypes, and bring a product to market quicker than its competitors is increasingly the focal point of competition, according to the authors of this book At the core of a successful new product launch is management's ability to integrate the marketing, manufacturing, and design functions for problem solving and fast action, particularly during the critical design-build-test cycles of prototype creation Companies that consistently "design it right the first time" have a formidable edge in the crucial race to market

1,710 citations

Book
01 Jan 1992
TL;DR: The 5th edition of the Strategic Management of Technology and Innovation by Burgelman, Christensen, and Wheelwright continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on critical business challenges as mentioned in this paper.
Abstract: The 5th Edition of Strategic Management of Technology and Innovation by Burgelman, Christensen, and Wheelwright continues its unmatched tradition of market leadership, by using a combination of text, readings, and cases to bring to life the latest business research on these critical business challenges. Strategic Management of Technology and Innovation takes the perspective of the general manager at the product line, business unit, and corporate levels. The book not only examines each of these levels in some detail, but also addresses the interaction between the different levels of general management - for example, the fit between product strategy and business unit strategy, and the link between business and corporate level technology strategy. Each part of the book starts with an introductory chapter laying out an overall framework and offering a brief discussion of key tools and findings from existing literature. The remainder of each part offers a selected handful of seminar readings and case studies. Almost all of the cases deal with recent events and situations, including several that are concerned with the impact of the Internet. A few "classics" have been retained, however, because they capture a timeless issue or problem in such a definitive way that the historical date of their writing is irrelevant.

1,176 citations

Book
01 Jan 1992

1,122 citations


Cited by
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Book ChapterDOI
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.

46,648 citations

Journal ArticleDOI
TL;DR: The dynamic capabilities framework as mentioned in this paper analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change, and suggests that private wealth creation in regimes of rapid technology change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm.
Abstract: The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd.

27,902 citations

Journal ArticleDOI
TL;DR: The nature of the core capabilities of a firm is examined, focusing in particular on their interaction with new product and process development projects, and two new concepts about core capabilities are explored here.
Abstract: This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.

6,310 citations

Journal ArticleDOI
TL;DR: In this article, the authors combine the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak links in sharing knowledge across organization subunits.
Abstract: This paper combines the concept of weak ties from social network research and the notion of complex knowledge to explain the role of weak ties in sharing knowledge across organization subunits in a...

5,947 citations

Book
01 Jan 1988
TL;DR: The functional source of innovation general patterns economic explanation shifting and predicting the sources of innovation innovation as a distributed process is discussed in this paper, where users as innovators are considered as the innovators.
Abstract: Chapter 1: The functional source of innovation general patterns economic explanation shifting and predicting the sources of innovation innovation as a distributed process. Chapter 2: Users as innovators. Chapter 3: Variations in the functional source of innovation. Chapter 4: Why does the functional source of innovation vary? How do innovators benefit from innovations? Do benefit expectations differ? Chapter 5: The hypothesis in testable form methods five empirical studies discussion. Chapter 6: Shifting the functional source of innovation. Chapter 7: Root of the problem: market research constrained by user experience Lead users as a solution testing the method discussion. Chapter 8: Innovation cooperation between competing firms applications for innovation management.

5,805 citations