A framework for mapping industrial emergence

When technological discontinuities and disruptive business models challenge dominant industry logics: Insights from the drugs industry

“…This shared logic guides the perceptions of top managers and leaders about how best to create and capture value in the industry, and so which business models will enable their company to be profitable -but they also risk becoming overly dependent on such mental models of their competitive landscape, leading to 'cognitive inertia' (Hodgkinson, 1997). Phaal et al (2011) identify three components of a dominant logic at the industry level: value context, value creation and value capture. The value context is the industrial landscape within which opportunities occur for creating and capturing value, and value creation refers to "the competences and capabilities used by organizations to generate products and services": the competencies have technology or knowledge-based components, while the capabilities are rooted more in processes and business routines (Marino, 1996).…”

“…As industries and their technologies evolve, the mature industry stage is characterized by competition between incumbents, low firm entry and exit rates, and incremental innovations, a configuration that can allow for the profitably disintegration of value chains, allowing greater specialization of inputs and outputs that lead to improved efficiency and greater speed to market (Feldman, 2000;Herrigel, 1993;Storper, 1997;Pollock, 2011). The advent of further technological discontinuities at this stage may either speed the transition from maturity towards decline, or it may fuel a new and reinvigorating cycle, taking the industry back to an emergent stage (Afuah, Utterback and 1997;Agarwal and Tripsas, 2008;Phaal et al, 2011). At such times, when new entrants are trying to create and dominate nascent markets (Santos and Eisenhardt, 2009) incumbents must avoid resource and routine rigidities (Gilbert, 1995).…”

A Novel Hybrid Approach for Technology Selection in the Information Technology Industry

“…From the external context, the dynamics of market and industry [10], pace of technological changes, complexity of new technologies and shrinkage of product life cycles are some determinant factors making TS highly challenging and strategic. On the other hand, from an internal viewpoint, difficulties in TS process are specific and consist of many organizational obstacles.…”

“…, Y n . To achieve this, applying principal component analysis (PCA) to the W N matrix has been suggested (10). Application of this tool results in a linear combination of vectors called principal components that are independent.…”

Utilizing a Novel Approach at the Fuzzy Front-End of New Product Development: A Case Study in a Flexible Fabric Supercapacitor

“…Lee et al [26] developed a technology roadmapping process, the so-called "TechStrategy", for the Korean parts and materials industry for long-term R&D planning. TRM provides a structured approach to map the evolution and development of a complex system [27] and is considered as an effective, comprehensive tool for planning the future development of emerging technologies [28].…”