Knowledge of the Firm: Combinative Capabilities, and the Replication of Technology

Kogut, Bruce

doi:10.1016/b978-0-7506-9718-7.50005-6

Cited by 1,544 publications

(2,531 citation statements)

References 9 publications

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“…core competence-based view; Prahalad in Hamel 1990;Lado, Boyd in Wright 1992) in teorije na temelju znanja (angl. knowledge-based view, Winter 1987, Kogut in Zander 1992, Grant 1996a). …”

Section: Uvodmentioning

confidence: 99%

Exploring the Value of Dynamic Capabilities Theory: A synthesis of the theoretical building blocks

Breznik

2012

OurEconomy

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IzvlečekTeorija dinamičnih zmožnosti kot zadnji, aktualni pristop k proučevanju osnov konkurenčnih prednosti pomeni preskok v načinu razmišljanja in delovanja, saj v ospredje postavlja dinamičnost okolja, ki mu ne moremo ubežati, temveč se mu stalno prilagajati. Glede na relativno kratek čas proučevanja teorije dinamičnih zmožnosti so nastali števil-ni poskusi opredeljevanja, vendar so pri razumevanju teorije povzročili še večjo zmedo. V prispevku predstavljamo sintezo osnovnih izhodišč in predpostavk teorije dinamičnih zmožnosti, na katerih so gradili njeni raziskovalci. S tem želimo opozoriti na potencial, ki ga teorija ponuja, ter spodbuditi raziskovalce k njenemu nadaljnjemu proučevanju, še posebej v empiričnem smislu. Z uvajanjem terminologije v slovenski prostor razširjamo možnosti za njen napredek.Ključne besede: teorija dinamičnih zmožnosti, dinamične zmožnosti, konkurenčna prednost AbstractAs new sources of competitive advantage, dynamic capabilities emphasise specific aspects that were not the focus of attention in the previous strategy perspectives. The term dynamic refers to the capacity to renew resources and capabilities to achieve congruence with a changing business environment. The dynamic capabilities view has received lot of attention in recent years, although the outcome is a complex, sometimes confusing body of research. In this paper, we present a synthesis of the origins and ideas on which the theory was built. Our purpose is to draw attention to the promising avenues and the potential offered by the dynamic capabilities view in order to encourage further development. By introducing the terminology into Slovenian practice, we expand the possibility of improving it. Keywords UvodIskanje konkurenčnega položaja in zmožnosti za njegovo trajno ohranjanje je osrednji izziv današnjih podjetij, prav tako pa teorije menedžmenta, ki je poskušala z mnogimi pogledi pojasnjevati koncept konkurenčne prednosti. Konkurenčna prednost (angl. competitive advantage) je prevladujoč koncept v teoriji strateškega menedžmenta (angl. strategic management theory) z dolgo in pestro zgodovino ter hkrati najvplivnejši mehanizem za razlago obstoja uspešnosti podjetij (Wiggins in Ruefl i 2005, 888-889). Doseganje in ohranjanje konkurenčne prednosti temelji na dveh osnovnih vprašanjih: kako naj podjetja dosegajo konkurenčno prednost in kako naj jo obdržijo? Da se morajo organizacije nenehno izpopolnjevati, če želijo preživeti v dinamičnem okolju (Dannels 2002(Dannels , 1095, so ugotovili že ekonomisti

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“…core competence-based view; Prahalad in Hamel 1990;Lado, Boyd in Wright 1992) in teorije na temelju znanja (angl. knowledge-based view, Winter 1987, Kogut in Zander 1992, Grant 1996a). …”

Section: Uvodmentioning

confidence: 99%

Exploring the Value of Dynamic Capabilities Theory: A synthesis of the theoretical building blocks

Breznik

2012

OurEconomy

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“…in its centralized R&D structures), did not necessarily turn into actual product development competences at the project level. The reason we were explicitly given (see section 4.1) was that much of the knowledge needed at the project level is tacit and very specific (this reflects prior research, such as Kogut & Zander, 1992). NPD performance, in fact, is generated at the project level and it is here that the system integrator must be able to mobilize its integration competences.…”

Section: The Role Of Learning By Doing In Competence Development Procmentioning

confidence: 99%

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Becker

Zirpoli

2011

SSRN Journal

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This paper considers the trade-off between leveraging external sources of innovation by outsourcing design and engineering activities and the ability to develop internal product development competences. The trade-off arises because the division of labor within and across firms' boundaries has a crucial role in shaping competence development processes, especially because the division of labor also influences opportunities for learning by doing. In new product development projects, learning by doing appears to be both a key determinant of competence development and a difficult-to-substitute form of learning. While the division of development tasks is often considered as guided by product architecture, we show that by decoupling the decisions concerning the product architecture and the allocation of development tasks, firms can realize the benefits of outsourcing such tasks while developing new internal competences. Drawing on a longitudinal case study in the automotive industry, we also identify a new organizational lever for shaping competence development paths and for designing firm boundaries. This lever consists in alternating different task allocation schemes over time for different types of development projects. We show why this is a novel solution, what its underlying logic is, and how it enables alleviating the trade-off between the benefits of leveraging external sources of innovation and the opportunities for competence development provided by in-house design and engineering. We discuss implications for theories of organizational boundary design and innovation management.

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“…Hayek (1945) notes that "civilization advances by extending the number of important operations which we can perform without thinking about them"; evolutionary economics and organizational theory emphasize the contribution of "routines" (March and Simon 1958;Cyert and March 1963;Nelson and Winter 1982); corporate strategy speaks of "capabilities" or "competencies" (Wernerfelt 1984;Prahalad and Hamel 1990;Barney 1991;Kogut and Zander 1992). When procedural information is recognized within economics, it is most frequently modeled as accumulating stocks of knowledge spillovers without processes for logical inference.…”

Section: Two Views Of Information Use: Homo Economicus and Homo Compumentioning

confidence: 99%

“…Contingency and coordination theorists consider the properties of specific coordination strategies by identifying and analyzing tradeoffs that arise in managing the handoffs or interdependencies between activities (Lawrence and Lorsch 1967;Thompson 1967;Galbraith 1973;Malone and Crowston 1994); while knowledge and resource-based theorists argue that the difficulty of replicating tacit aspects of coordination generates sustainable advantages in efficiency (Kogut and Zander 1992;Conner and Prahalad 1996;Kogut and Zander 1996;Barney 2001). Stated formally as a hypothesis,…”

Section: Utilizing the Knowledge Basementioning

confidence: 99%

Why Information Should Influence Productivity

Bulkley

Alstyne

2004

SSRN Journal

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Knowledge of the Firm: Combinative Capabilities, and the Replication of Technology

Cited by 1,544 publications

References 9 publications

Exploring the Value of Dynamic Capabilities Theory: A synthesis of the theoretical building blocks

Exploring the Value of Dynamic Capabilities Theory: A synthesis of the theoretical building blocks

Beyond Product Architecture: Division of Labour and Competence Accumulation in Complex Product Development

Why Information Should Influence Productivity

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