Firm Resources and Sustained Competitive Advantage

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.

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Dynamic capabilities and strategic management

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.

https://www.jstor.org/stable/pdfplus/2486355.pdf

Core capabilities and core rigidities: a paradox in managing new product development

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...

The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits.

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.

The sources of innovation

Metode dan aplikasi peramalan

US manufacturing is today in a critical period As a consequence of new global competitors, changes in technologies, and significant shifts in national priorities, our manufacturing base has shrunk alarmingly and thousands of manufacturing jobs have been lost To address this problem, a unique team was formed called the Manufacturing Vision Group, which included members from five major companies (Chaparral Steel, DEC, Ford Motor Company, Hewlett-Packard, and Eastman Kodak) and four major universities (Harvard, MIT, Purdue, and Stanford) In The Perpetual Enterprise Machine, this group argues that the manufacturer that can initiate successful projects-leading to new products and processes-will be the one that prospers in the years ahead They reveal how to launch a successful project and how projects can be mechanisms for growth and learning for the firm The Perpetual Enterprise Machine outlines seven critical elements that outstanding development projects have in common, principles that can be powerful engines of success for the manufacturer facing the challenges of today's fiercely competitive environment Successful firms are able to use their Core Capabilities across functions, to bring together disciplines and personnel crucial to the success of the program They have a Guiding Vision, shared by all members of the project team, that helps coordinate the actions of workers with different skills and priorities They Push the Performance Envelope, striving to make the improvements needed to cope with a rapidly changing competitive environment They have Leadership, someone who can navigate uncertain terrain, who sees the project's essential elements and how they fit together They instill the team with a sense of Ownership and Commitment, linking their personal success, status, and esteem to accomplishing project goals They use Prototyping to learn rapidly and reduce mistakes And they Integrate within Projects, approaching individual tasks in terms of a system-wide solution Throughout the book, the authors illustrate these seven principles with real life case histories We see the story behind Kodak's development of the FunSaver camera (done on a unique CAD/CAM system that greatly helped integration and shortened the lead time from design to production); Ford's 1991 Crown Victoria, the first project launched under their Concept-to-Customer system; Chaparral Steel's development of the world's first horizontal steel caster; and Hewlett-Packard's wildly successful DeskJet printer The Perpetual Enterprise Machine delivers the insights of some of the top minds from industry and academia on one of the primary concerns of American business-how to revitalize our manufacturing industries Visionary-yet engaging and immediately accessible-it gives managers the opportunity to profit from the trials and triumphs of five major corporations, and helps them shape the kinds of projects that will thrive and prosper in the years ahead

The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development

Corporate Forecasting: Promise and Reality.

ROLE AND APPLICATION OF FORECASTING IN ORGANIZATIONS: Introduction to Management Forecasting Sales Forecasting Requirements Forecasting Requirements for Operations Planning and Control Capacity Planning Forecasting Requirements Forecasting and Strategic Planning Forecasting in the Electric Utility Industry State and Local Government Revenue Forecasting Forecasting: The Issues APPROACHES TO FORECASTING: Smoothing Methods for Short-Term Planning and Control A Practical Overview of ARIMA MODELS for Time Series Forecasting Decomposition Methods for Medium-Term Planning and Budgeting FORECASTING CHALLENGES: Forecasting and the Environment: The Challenges of Rapid Change Life-Cycle Forecasting Forecasting Recessions MANAGING THE FORECASTING FUNCTION: Forecasting and Planning: An Evaluation Integrating Forecasting and Decision Making The Forecasting Audit Index.

The Handbook of Forecasting: A Manager's Guide

Forecasting plays an important role in every major functional area of business management. In the area of marketing however, forecasting is doubly important; not only does it have a central role in marketing itself, but marketing-developed forecasts play a key role in the planning of production, finance, and other areas of corporate activity. The importance of forecasting has become more widely acknowledged in the recent past due to substantial changes in the economic environment. The shortages and the increased inflation of the early 197O's, followed by a major recession, have focused renewed attention on forecasting and the benefits it can provide. At the same time, there still exists a substantial gap between applications and what is both desirable and attainable."«' ••»• ^^ An examination of the forecasting and marketing literature suggests that one of the things that is needed, if the full potential of forecasting is to be realized, is a structure for dealing with the issues that the practitioner must address. The purpose of this article is to bring together much of what is already known and to supply a framework that will provide guidance for the marketer in applying this knowledge to each situation and in focusing on what additional knowledge is needed.

Steven C. Wheelwright

Papers

Metode dan aplikasi peramalan

The Perpetual Enterprise Machine: Seven Keys to Corporate Renewal through Successful Product and Process Development

Corporate Forecasting: Promise and Reality.

The Handbook of Forecasting: A Manager's Guide

Forecasting: Issues & Challenges for Marketing Management: