ISSN:0143-2095    

DOI:10.1002/smj.4250160914

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractTechnology is rapidly altering the nature of competition and strategy in the late twentieth century, moving us toward a ‘new competitive landscape’ in the twenty‐first century. The new competitive landscape presents new issues, new concepts, new problems and new challenges. This essay examines the broad nature of the technological changes that are occurring and identifies some of the important implications of these changes for strategic management. The purpose of the paper is to stimulate further research into these issues in strategic management and to provide an overall context for the other papers appearing in this special

ISSN:0143-2095    

DOI:10.1002/smj.4250160915

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn many industries the dominant paradigm, ‘mass production,’ is being challenged by the emerging paradigm, ‘mass customization.’ Accordingly, many researchers posit that firms which replace ‘mass production’ with ‘mass customization’ will gain a significant competitive advantage. Based on an in‐depth study of the National Bicycle Industrial Company (NBIC), this paper explores the dynamics of pursuing both mass production and mass customization strategies simultaneously. At the operational level, the paper discusses the organizational mechanisms instituted by the NBIC in order to benefit from the simultaneous pursuit of both approaches. At the competitive level, it isolates the relative contributions of both approaches to the overall competitive positioning of this firm in its industry. Based on this discussion, it provides a framework that illustrates the dynamics involved in the pursuit of both approaches. Implicitly, the paper argues that for firms competing in rapidly changing environments the ability to maintain a sustainable competitive advantage depends on the firm's capability to create knowledge by interacting both mass customization and mass production approaches. Finally, the paper concludes with managerial and research implications regarding the emerging paradigm of m

ISSN:0143-2095    

DOI:10.1002/smj.4250160916

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractAcademic scholars, practitioners, and the public press have reported a number of factors believed to be relevant to decisions regarding technological collaboration. However, little known about how executives actually weigh and integrate the available information during the evaluation process. The exploratory study uses policy capturing to examine managerial and economic information top executives consider when evaluating scenarios representative of cooperative technology development opportunities. Top executives are found to incorporate information associated with several prominent theories in the strategy literature (e.g., normative strategy, transaction cost economics, options theory). Executive cognitive limitations were also found to influence the evaluations. The study's results suggest a preliminary integrated behavioral model of the factors managers use in assessments of technological collaborative opportunities. Implications for research and practice are set forth.

ISSN:0143-2095    

DOI:10.1002/smj.4250160917

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThis paper explores some fundamental changes in market dynamics that are unfolding in the new competitive landscape as a result of aggressive industrial intervention by nation'states. The thesis is that national targeting policies are likely, under identifiable conditions, to cause rivalry in high‐technology industries to become excessively competitive, strictly defined in terms of producer welfare. The paper analyzes why this is likely to occur in high‐technology sectors rather than in other types of industries, and how excessive competition is likely to be manifested in specific dimensions of competitive rivalry. The paper also discusses research opportunities for further development of a theory of the political economy of excessive competition and for strategy scholars to make new contributions to trade policy deba

ISSN:0143-2095    

DOI:10.1002/smj.4250160918

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractToday's industrial landscape is characterized by rapid change and systemic technologies. Rapid change results in ever shorter product life cycles that demand continual innovation from firms. The systemic nature of technologies makes it difficult, if not impossible, for any one firm to manufacture all components of a technological system. We propose that these challenges be met by designing technological systems that have the potential to yield economies of substitution. Additionally, we propose that these economies be realized by adopting the network mode of governance. We examine the network mode at three levels—intrafirm, interfirm, and institutional—to illuminate the inherent tension between cooperation and competition at each level, and to explore the implications of this tension for industrial dynam

ISSN:0143-2095    

DOI:10.1002/smj.4250160919

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn industries characterized by positive network externalities, the market success of a technology or design arises not simply because of its technological superiority, but from the level of organizational support that the technology attracts. Understanding the rate at which competing technologies gain organizational support is quite important because it yields insight into the factors that start technological bandwagons rolling or, correspondingly, bring them to a stop. I investigate this issue using data on all merchant producers of microprocessors from 1971 to 1989. I find that a community‐level framework is useful in understanding this bandwagon phenomenon and I explore strategic and theoretical implications for industries characterized by network externalities and increasing return

ISSN:0143-2095    

DOI:10.1002/smj.4250160920

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractThis paper investigates competition in dynamic product markets from combined resource base and strategic flexibility perspectives. A concept of strategic flexibility in product competition is developed in which flexibility depends jointly on (1) the resource flexibility of the product creation resources avaialble to a firm and (2) the coordination flexibility of the firm in using its available resources in product markets. Two recent technological innovations affecting product creation processes—CADD/CIM systems and modular product design—are argued to have greatly increased the potential flexibilities of key product creation resources. Managerial innovations in the use of these technologies have also led to important new coordination flexibilities. The combination of recently achievable resource and coordination flexibilities is argued to have transformed the competitive environments of many product markets, leading to new kinds of product strategies, new organizational forms, and a new dominant logic for competing in dynamic product mark

ISSN:0143-2095    

DOI:10.1002/smj.4250160921

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIncremental product innovation is a critically important competitive factor in established industries. Firms in the cardiac pacemaker industry often benefit by bringing incremental innovations to market even though the new products may cannibalize the sales of existing profitable products. The more often an industry incumbent was among the first to introduce important incremental product innovations the greater its market share in the industry, while adopting innovations that had been introduced by competitors had a small positive relationship with greater market share. The greater the number of competitors that introduced similar products, the greater the market share of firms that were first to market. Greater market share, in turn, reduced the likelihood of business dissolution, while introducing important incremental innovations provided little or no reduction in the likelihood of business dissolution net of the effects of the market share that the firm achieved. The results apply most directly to industries in which buyers incur moderate switching costs.

ISSN:0143-2095    

DOI:10.1002/smj.4250160922

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY

摘要:

AbstractIn this decade and the coming century, the natural environment will be an important arena for economic, competition. Ecological issues regarding energy, natural resources, pollution, and waste offer both competitive opportunities and constraints, and are changing the competitive landscape in many industries. Corporations can gain competitive advantage by managing ecological variables. This paper explains the concept of ‘environmental technologies’ as a competitive force and a tool for competitive advantage. Environmental technologies offer a new substantive orientation and a management process for minimizing ecological impacts of economic production while enhancing Competitiveness of firms. The practical application of environmental technologies is illustrated using a mini case example of 3M Corporation. Strategic implications of environmental technologies for competitiveness are explo

ISSN:0143-2095    

DOI:10.1002/smj.4250160923

出版商:John Wiley&Sons, Ltd.    

年代:1995

数据来源: WILEY