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Journal ArticleDOI

The dynamics of product innovation and firm competences

Erwin Danneels
- 01 Dec 2002 - 
- Vol. 23, Iss: 12, pp 1095-1121
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TLDR
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, Ltd

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How legacy firms can embrace the digital ecosystem via digital customer orientation

TL;DR: In this paper, the authors focus on how legacy firms can embrace digital ecosystems to create value through a new capability: digital customer orientation, defined as offering customized and enriched customer experiences made possible by embracing digital ecosystems.

Stimulating Firm Innovativeness : Probing the Interrelations between Managerial and Organizational Determinants

Oli Mihalache
TL;DR: The authors analyzes how managerial and organizational factors and their interrelations inhibit or enable the two types of innovation: product and service innovation and management innovation, and finds that when members of the top management team (TMT) share the task of leadership firms can achieve higher levels of exploratory and exploitative innovation.
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Environmental Innovation Strategy and Organizational Performance: Enabling and Controlling Uses of Management Control Systems

TL;DR: In this article, the authors examined the extent to which enabling and controlling uses of management control systems (MCS) moderate the relationship between environmental innovation strategy and organizational performance and found no significant moderating impact for both sectors for the controlling use of MCS.
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Covid-19 Pandemic and Consumer-Employee-Organization wellbeing: A dynamic capability theory approach

TL;DR: A detailed coping mechanism for organizations based on the extant literature and content analysis of responses of senior management executives is offered and it is suggested that firms can create a positive image of their company by doing CSR activities for society's well‐being.
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Exploration and exploitation in product and process innovation in the chemical industry

TL;DR: In this article, the authors investigate the effects that balancing R&D budget allocation between exploratory and exploitative innovation activities has on new product performance and distinguish between product and process exploration and exploitation activities.
References
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TL;DR: In this paper, the authors describe the process of inducting theory using case studies from specifying the research questions to reaching closure, which is a process similar to hypothesis-testing research.
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Journal ArticleDOI

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.
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Trending Questions (1)
How do firms identify and prioritize innovation domains based on trends in customer needs?

Firms identify and prioritize innovation domains by linking competences to technologies and customers, categorizing projects as exploitation or exploration, and seeking input from new customers for competence development.