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The dynamics of product innovation and firm competences
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This study examines how product innovation contributes to the renewal of the firm through its dynamic and reciprocal relation with the firm's competences through field research in five high-tech firms of varying age, size, and level of diversification.Abstract:
This study examines how product innovation contributes to the renewal of the firm through its dynamic and reciprocal relation with the firm's competences Field research in five high-tech firms of varying age, size, and level of diversification is combined with analysis of existing theory to develop the findings of the study Based on the notion that new products are created by linking competences relating to technologies and customers, a typology is derived that classifies new product projects based on whether a new product can draw on existing competences, or whether it requires competences the firm does not yet have Following organizational learning theory, these options are conceptualized as exploitation and exploration These organizational learning concepts are used to gain a dynamic and path-dependent view of product innovation and firm development, and to reveal the unique nature and challenges of different types of product innovation Copyright © 2002 John Wiley & Sons, Ltdread more
Citations
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Technology‐Based New Product Development Partnerships*
John E. Ettlie,Paul A. Pavlou +1 more
TL;DR: Hypotheses were developed to capture the dynamic capabilities that result from interfirm partnerships during the joint new product development (NPD) process — the ability to build, integrate, and reconfigure existing resources to adapt to rapidly changing environments and shed light on the nature of technology-based interfirm NPD partnerships.
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Management accounting systems, top management team heterogeneity and strategic change
TL;DR: Gerdin et al. as mentioned in this paper investigated how top management team heterogeneity affects strategic change both directly, and indirectly, through the design and use of the management accounting system, and found significant effects of team heterogeneity on the extent and direction of strategic change.
Journal ArticleDOI
Third-World Copycats to Emerging Multinationals: Institutional Changes and Organizational Transformation in the Indian Pharmaceutical Industry
TL;DR: Using longitudinal data on 206 Indian pharmaceutical firms from 1995--2004, it is found that firms' access to international technological and financial resources enables product market internationalization, and predictions that the association between international resources and markets is conditioned by time and business group affiliation are theorized and found support.
Journal ArticleDOI
Innovation as a knowledge‐based outcome
TL;DR: The authors develop a new definition of an innovation outcome based on knowledge elements that lays the groundwork for more comprehensive methods of measuring innovation and innovativeness, which is particularly useful for the study of service innovation.
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The influence of prior industry affiliation on framing in nascent industries: the evolution of digital cameras
Mary J. Benner,Mary Tripsas +1 more
TL;DR: In this article, the authors explore how a firm's conceptualization of products in this context, as reflected by product feature choices, is influenced by prior industry affiliation and find that as firms gain experience with particular features, the influence of prior industry experience decreases.
References
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Dynamic capabilities and strategic management
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Building theories from case study research.
TL;DR: In this paper, the authors define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and present a set of innovative methods for capturing and analyzing these contextually driven processes.
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Naturalistic inquiry: Beverly Hills, CA: Sage Publications, 1985, 416 pp., $25.00 (Cloth)
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A Resource-Based View of the Firm
TL;DR: In this paper, the authors explore the usefulness of analyzing firms from the resource side rather than from the product side, in analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested.