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1.
Richard J. Arend 《战略管理杂志》1999,20(1):31-47
This paper explains how, after an exogenous technological change occurs, entrepreneurs displace incumbents who were ex ante capable of exploiting any innovations that resulted from the change. The model initially considers classical economic assumptions in the context of process innovations, and then its robustness to uncertainty, bounded rationality, firm asymmetry, and product innovations are discussed. The model is preliminarily tested against industry trends, using both results from an analysis of the information technology sector and from the literature. The paper does not suffer from the inconsistency of explaining how capable incumbents are displaced by resorting to characterizations of incumbents as incapable due to some inefficiency; the paper models incumbents as efficient yet rationally choosing, in some instances, to be displaced. Copyright © 1999 John Wiley & Sons, Ltd. 相似文献
2.
The issue of the failure of incumbent firms in the face of radical technical change has been a central question in the technology strategy domain for some time. We add to prior contributions by highlighting the role a firm's existing set of complementary assets have in influencing its investment in alternative technological trajectories. We develop an analytical model that considers firm heterogeneity with respect to both technological trajectories and complementary assets. Complementary assets play a dual role in incumbents' investment behavior toward radical technological change: they are not only resources (pipes) that can buffer firms from technology change, but also prisms through which firms view those changes, influencing both the magnitude of resources that should be invested and the trajectory to which these resources should be directed. Copyright © 2013 John Wiley & Sons, Ltd. 相似文献
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Incumbent firms are often thought to focus on incremental innovations and only respond to a major technological change once its impact on established markets and/or dominant designs becomes clear. We argue, however, that incumbent firms have many reasons to proactively invent early in cycles of technological change. Our interest is in the strategies that allow incumbents to be successful in this endeavor during the infancy of an emerging field—the period before it is clear how the field will affect dominant designs. Our evidence counters the stereotypical view that incumbent firms play a passive role in major technological changes by adhering to incremental inventions in the existing dominant designs. Rather, we find significant inventions by incumbents outside the existing dominant designs and relate their success to their willingness to search novel areas, explore scientific knowledge in the public domain, and form alliances with a balanced portfolio of partners. We find support for our hypotheses using data from the global semiconductor industry between 1989 and 2002. Copyright © 2010 John Wiley & Sons, Ltd. 相似文献
4.
由于后发优势及在位者创新困境的存在,后发企业实现对领先企业的技术跨越成为可能。动态能力在后发企业技术跨越中起着重要的作用。为了研究基于技术学习角度的动态能力在后发企业技术跨越中的作用演化机理,构建了后发企业技术跨越的非对称动态演化博弈模型,并对策略选择进行了稳定性的分析,用数值仿真演示了决策参数不同取值的改变对演化结果的影响。结果表明：后发企业技术跨越选择模式的系统演化收敛于两种模式：一种是不变革,始终处于技术落后状态;另一种是技术变革,实现对领先企业的技术跨越。研究结果表明,高阶的动态能力能够促使后发企业进行变革创新,实现对领先企业的技术跨越。低阶的动态能力不利于企业进行技术变革。因此,要培育高阶的动态能力。 相似文献
5.
We study the effects of organizational code‐preserving and code‐violating changes on external evaluations by third parties—an essential but under‐studied strategic outcome. We define code‐preserving changes as a variation in the firm's product range that preserves the social code within which the firm positions its offering. By contrast, a code‐violating change corresponds to a variation in the product range that breaks with past codes and embraces another social code. Our analyses of French haute cuisine restaurants show that code‐preserving changes and code‐violating changes have positive effects on external evaluations. Both effects decline with prior evaluations received by the organization, but only the effect of code‐violating changes is reduced with age. Moreover, external evaluations improve when restaurants undertake more code‐preserving changes than their direct competitors but decline when they make more code‐violating changes than competitors. These results enable us to derive implications for research on strategic change, strategic groups, and strategic social positioning. Copyright © 2007 John Wiley & Sons, Ltd. 相似文献
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Connor, in ‘Customer‐led and market‐oriented: A matter of balance’, argues, among other things, that we propose that market oriented businesses focus on future customer needs to the neglect of current customer needs, that market oriented businesses over‐emphasize marketing activities in their value chains, that market oriented businesses emphasize generative learning to the neglect of adaptive learning, and that only large companies have the resources to become market oriented. These arguments are largely unfair extrapolations of our position and reflect a superficial understanding of the nature and benefits of being market oriented. We use this response to clarify our position on these issues. Copyright © 1999 John Wiley & Sons, Ltd. 相似文献
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Christensen and Bower (1996) report the results of a study of how customer power contributes to the failure of leading firms during a period of industry discontinuity. They conclude that developing a customer orientation appears not to be wise advice under these conditions. However, this conclusion is contradicted by long-standing theory and recent research in marketing. In this commentary we distinguish between two forms of ‘customer orientation’ that are frequently confused. The first, a customer-led philosophy, is primarily concerned with satisfying customers' expressed needs, and is typically short term in focus and reactive in nature. The second, a market-oriented philosophy, goes beyond satisfying expressed needs to understanding and satisfying customers' latent needs and, thus, is longer term in focus and proactive in nature. Based on theory and substantial evidence, the advice to become market-oriented appears sound regardless of the market conditions a business faces. © 1998 John Wiley & Sons, Ltd. 相似文献
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《Telecommunications Policy》2018,42(1):78-90
This paper analyses the impact of information and communications technology (ICT) on the productivity growth in Korea with the dynamic general equilibrium (DGE) model including investment-specific technological change. According to the balanced growth path analysis, ICT investment-specific technological change accounts for 18.8% to labor productivity growth in 1995–2005, then 14.3% in 2006–2015, and the decline in the rate of ICT investment-specific technological change has contributed to the slow productivity growth since the mid-2000s. In cyclical fluctuations, ICT investment-specific technological shocks were significant in output variance in 1996–2005, but neutral technological shocks and non-ICT investment specific shocks became dominant in 2006–2015. In sum, it can be concluded that the impacts of ICT investment-specific technology have diminished in the growth path and cyclical fluctuations. The result that increased (decreased) ICT investment intensity with faster (slower) ICT investment-specific technological change lead to higher (lower) productivity growth indicates that Korea has been a case against the productivity paradox, and sustained technological progress in ICT and expansion of ICT usage could have boosted the productivity growth. Therefore, this study implies that facilitating ICT progress and ICT usage outside of the already well-performing ICT manufacturing can help Korean economy raise the productivity growth rate. 相似文献
9.
企业社会资本与技术创新：基于吸收能力的实证研究 总被引：19，自引：0，他引：19
本文针对我国企业社会资本影响技术创新的机制问题展开分析,从企业社会资本的特征维度出发,引入吸收能力的视角,提出了基于吸收能力的企业社会资本与技术创新绩效的概念模型。在问卷调查的基础上,通过多元线性回归分析和结构方程模型分析,对我国企业社会资本如何影响技术创新的问题进行了实证研究。研究结果表明,在不考虑吸收能力作用的情况下,企业社会资本的结构、关系和认知等三个维度的水平对于我国企业技术创新绩效的提升均具有积极显著的作用;企业社会资本三个特征维度的水平通过提高吸收能力进而正向影响技术创新绩效;其中,认知维度在结构维度和关系维度发挥效应中承担中介变量的作用。为提高企业技术创新绩效,建议以知识的获取和利用为导向,注重企业社会资本三个维度水平的均衡提高。 相似文献
10.
Research summary: E merging reputation research suggests that high‐reputation firms will act to maintain their reputations in the face of high expectations. Yet, this research remains unclear on how high‐reputation firms do so. We advance this research by exploring three questions related to high‐reputation firms' differential acquisition behaviors: Do high‐reputation firms make more acquisitions than similar firms without this distinction? What kind of acquisitions do they make? How do investors react to high‐reputation firms' differential acquisition behaviors? We find that high‐reputation firms make more acquisitions and more unrelated acquisitions than other firms. Yet, we also find that investors bid down high‐reputation firms' stock more than other firms' in response to acquisition announcements, suggesting that investors are skeptical of how high‐reputation firms maintain their reputations . Managerial summary: W e know that high‐reputation firms wish to maintain their elite standing in the face of high‐market expectations, but we know little about how they do so. We explore this puzzle by investigating how reputation maintenance influences high‐reputation firms' acquisition behaviors. We classify high‐reputation firms are those firms that make Fortune's M ost A dmired annual list, and we find that high‐reputation firms make more acquisitions and more unrelated ones than other firms. Surprisingly, we also find that the market tends to react negatively to these acquisitions. Thus, managers may want to reconsider their strategy of making acquisitions as a means to maintain their firms' high reputations . Copyright © 2017 John Wiley & Sons, Ltd. 相似文献
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Why might firms be regarded as astutely managed at one point, yet subsequently lose their positions of industry leadership when faced with technological change? We present a model, grounded in a study of the world disk drive industry, that charts the process through which the demands of a firm's customers shape the allocation of resources in technological innovation—a model that links theories of resource dependence and resource allocation. We show that established firms led the industry in developing technologies of every sort—even radical ones—whenever the technologies addressed existing customers' needs. The same firms failed to develop simpler technologies that initially were only useful in emerging markets, because impetus coalesces behind, and resources are allocated to, programs targeting powerful customers. Projects targeted at technologies for which no customers yet exist languish for lack of impetus and resources. Because the rate of technical progress can exceed the performance demanded in a market, technologies which initially can only be used in emerging markets later can invade mainstream ones, carrying entrant firms to victory over established companies. 相似文献
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MARY TRIPSAS 《战略管理杂志》1997,18(Z1):119-142
When radical technological change transforms an industry established firms sometimes fail drastically and are displaced by new entrants, yet other times survive and prosper. Drawing upon an unusually rich data set that covers the technological and competitive history of the typesetter industry from 1886 to 1990, this paper uses a combination of quantitative and qualitative analysis to unravel this process of creative destruction. It argues that the ultimate commercial performance of incumbents vs. new entrants is driven by the balance and interaction of three factors: investment, technical capabilities, and appropriability through specialized complementary assets. In this industry, specialized complementary assets played a crucial role in buffering incumbents from the effects of competence destruction, and an analysis that examined investment or technical capabilities in isolation would have led to misleading results. This work thus highlights the importance of considering multiple perspectives when examining the competitive implications of technological change. © 1997 by John Wiley & Sons, Ltd. 相似文献
14.
本文选取2009～2013年中国医药行业上市公司作为研究样本,分别对技术学习的企业内部投入成本与社会外部投入成本对企业创新绩效的影响进行了实证分析,同时探讨了技术学习的两种承担方式之间的关系。研究结果表明,技术学习过程中的企业投入与社会投入均对企业创新绩效产生显著正向影响,技术学习的投入越大,企业创新绩效越好。但政府以税收优惠与财政补贴等政策方式分担企业技术学习成本的效果并不显著。 相似文献
15.
基于1990～2012年我国技术进步的就业效应以及技术进步的要素偏向性估算,本文从有偏技术进步的角度来解释这一时期技术进步对就业影响。对不同技术进步路径与就业关系的分析表明,即使技术进步偏向于资本使用（或者劳动节约）,导致对就业产生负效应,但如果选择有助于就业增长的技术进步路径,还是可以实现技术进步与就业增长之间的和谐发展。最后本文提出若干政策建议。 相似文献
16.
We explore the relationship between a firm's organization and its ability to face a radical technological change. We suggest that, during such a change, the presence of both in‐house upstream knowledge and downstream market linkages, within a firm's boundary, has its advantages. We test our predictions in the context of the robotics industry where manufacturers of mechanically controlled “brawny” robots, which were valued mainly for their payload capacity, faced the advent of electrically controlled “brainy” robots that emphasized accuracy and repeatability. We find that “preadapted” firms—the ones with prior relevant technological knowledge and with access to internal users of “brainy” robots—were the innovation leaders in the emerging new technology but were laggards in the old technology. Copyright © 2014 John Wiley & Sons, Ltd. 相似文献
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In contrast to the traditional approach that typically views entry solely as a threat, we argue that our understanding of this important phenomenon will remain incomplete until we consider the possibility that entry may also provide opportunity for incumbent firms. Drawing from agglomeration theory, which describes the benefit from colocating with competitors, we explicitly examine the combined impact of the competitive and agglomeration effects of entry using a unique dataset of Texas hotels. We find that incumbent establishments price higher when facing entrants whose agglomeration benefits are more likely to outweigh their competitive effects. This association is stronger for incumbents that have greater experience with entry. Our results bring a new perspective to the entry response literature helping clarify inconsistent empirical results. Further, we apply agglomeration theory to a new question, incumbent behavior, and demonstrate that experience appears to play an important role in recognizing situations that generate agglomeration externalities. Copyright © 2009 John Wiley & Sons, Ltd. 相似文献
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19.
Steven Rolf 《New Technology, Work and Employment》2021,36(1):114-117
Capitalism has always generated predictions of its demise. One common form such predictions take is the fear of an absence of sufficient work to go around. In an important new text, Daniel Susskind argues that revolutions in computational power are already bringing about such a condition, which will soon lead to a secular stagnation of employment. I argue that even if correct in its conclusions, Susskind’s argument doesn’t bear scrutiny – since it pays little attention to the critical dynamics shaping today’s global economy (globalisation, financialisation, and a slowdown in investment and productivity). Examining these factors carefully gives us a very different take on turbulent techno‐economic change. 相似文献
20.
This paper argues that when the technological basis of an industry is changing, the firm's approach to technology sourcing plays a critical role in building the capabilities needed to generate new technical outputs. Using survey and archival data from the U.S. pharmaceutical industry during the period 1981–91, we find that different approaches to technology sourcing (internal R&D and external R&D) are related to different types of biotechnology‐based output at the end of the period. Internal R&D was positively associated with patent output. Acquisition activity was positively related to number of biotechnology‐based products. Greater use of R&D contracts and licenses was associated with stronger reputation for possessing expertise in biotechnology. These findings underscore the importance of taking a multifaceted approach to technology sourcing in order to build the absorptive capacity needed to generate new technical output. Surprisingly, we also found that involvement in joint ventures was negatively related to patent output. This raises interesting questions about the strategic use of joint ventures in a regime of encompassing technological change. Copyright © 2003 John Wiley & Sons, Ltd. 相似文献