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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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Resolving the Capability–Rigidity Paradox in New Product Innovation:
TL;DR: In this paper, the authors argue that market orientation provides a key to the capability-rigidity paradox in product innovation, and that customer and competitor orientations ensure simultaneous investments in exploiting existing product innovation competencies and exploring new ones.
Journal ArticleDOI
Exploration and Exploitation Within and Across Organizations
TL;DR: The exploration and exploitation framework has attracted substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances as discussed by the authors, and it has become an essential lens for interpreting various behaviors and outcomes within and across organizations.
Journal ArticleDOI
MNE competence‐creating subsidiary mandates
John Cantwell,Ram Mudambi +1 more
TL;DR: It is found that the level of subsidiary R&D depends on MNE group‐level and subsidiary‐level characteristics as well as locational factors, and that MNEs that grow through acquisition have more inter‐subsidiary R &D diversity.
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Management control systems and strategy: A resource-based perspective
TL;DR: The results suggest that an interactive use ofPMS fosters the four capabilities by focusing organizational attention on strategic priorities and stimulating dialogue, and some evidence suggests the influence of dynamic tension resulting from the balanced use of PMS in a diagnostic and interactive fashion on capabilities and performance.
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Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma
TL;DR: In this paper, the authors identify a set of propositions that suggest how ambidexterity acts as a dynamic capability and highlight the substantive role of senior teams in building dynamic capabilities.
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.