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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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Managers’ Exploration and Exploitation Activities: The Influence of Organizational Factors and Knowledge Inflows
TL;DR: In this article, the authors investigate managers' exploration and exploitation activities, and develop and test hypotheses on the influence of organizational factors and managers' knowledge inflows on managers' exploratory activities.
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An evolutionary framework for service innovation: Insights of complexity theory for service science
TL;DR: In this article, the authors apply two models of complexity theory (Kauffman's NK model in biology and organizational ambidexterity in organization science) for service innovation and propose a novel perspective on service innovation as an evolutionary process, which is interactive, local, unpredictable and emergent.
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Open-System Orchestration as a Relational Source of Sensing Capabilities: Evidence from a Venture Association
TL;DR: In this article, the authors examined the undertheorized, but no less important, type of orchestration that characterizes other organizations, such as business incubators and venture associations, who seek to support the dispersed entrepreneurial efforts of network members.
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The project manager cannot be a hero anymore! Understanding critical competencies in project-based organizations from a multilevel approach
TL;DR: In this paper, the authors focus on improving the understanding of critical competencies in project-based organizations (PBOs) from a multilevel approach and detail the types of "PBO competencies" (functional and integrative), and identify their links with the three levels of competencies (individual, collective, and organizational).
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Organizational Capacity for Change and Strategic Ambidexterity: Flying the Plane While Rewiring It
TL;DR: The concept of strategic ambidexterity as mentioned in this paper is conceptualized as the ability to simultaneously pursue exploitation and exploratory strategies in ways that lead to enhanced organizational effectiveness, which is the primary antecedent of organizational capacity for change and is moderated by environmental uncertainty and organizational slack.
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.