Documente Academic
Documente Profesional
Documente Cultură
• How hard it is for rms to repeat their success when technology of markets
change
• no leading computer manufacturer has been able to replicate its initial
success when subsequent architectural technologies and ther corresponding
markets emerged
• Def. of Technoloy
• Premise
• Conclusion
1
Earlier Views of Factors Inuencing Patterns of
Resource Allocation in the Innovation Proccess
1. Resource Dependence
2. Resource Allocation
3. market-targets
4. rm's success
• Primary Conclusion
• Why leading rms may fail when faced with technological change?
Foster (1986)
2
Research Methods
• Data
data base
∗ 1975-1990
Disk/Trend data
· history
∗ 1976-1990
Personal Interviews
∗ 70 unstructured
• Concepts
trajectory-sustaining innovations
trajectory-disrupting innovations
3
Sustaining Technological Changes
• sustaining impact on an established trajectory of performance improve-
ment
• see gure 1
• see table 1
• longitudinal
4
A Model of the Resource Allocation Process in
Established Firms Faced with Disruptive Change
1. Leading established rms' engineers are the rst to develop the disruptive
architectures
2. Market Test
4. Start-ups proliferation
5
∗ sustaining technologies extremely expensive and risky (techno-
logically) pursued
∗ disruptive innovations were technologically straightforward re-
jected
• Successful Firms
• No-parallel trajectories
Case Studies
• See Table 4
• Failure
Proposition
• Managers can eect a strategy change despite resource dependence, by
creating independent organizations that depend exclusively upon resources
in the targeted market.
6
Conclusions
• Insights
5. The Model and these case studies illustrate the mechanism through
which autonomous and induced strategic behavior can aect, or fail
to aect, a company's course