Articles summary Flashcards
Christensen and Sundahl; The process of building theory
Conflicts like deductive vs. inductive might evolve toward cooperation if we better understood the process by which bodies of understanding are built within communities of researchers.
Charitiou, Constantinos; Responses to disruptive
Five ways to respond to disruption:
focusing on own game
ignoring the new strategy
disrupting the disruptive innovation
playing two games
Nooteboom; Innovation and diffsion in small firms; theory and evidence
Article provides an inventory of the strengths and weaknesses of small firms in a dynamic context.
The most important characteristic of small businesses is its diversity, small scale, independence and personality
Advantages for small firms
Greater flexibility
Closeness to customer
Disadvantages for small firms
lack of economies of scale
scope and experience
The most important aspect of small business is its diversity, due to a lesser compulsion from outside to conform to common standards of profit and conduct, and due to a variety of internal motives and goals of entrepreneurship.
Mintzberg Waters; Of strategies deliberate and emergent.
Planned: Strategies originate in formal plan; formulated by central leadership
Entrepreneurial: Strategies originate in central vision: organization under personal control of leader and usually serving in a niche in the market environment
ideological: strategies originate from shared believe: often the organization tries to proactively control the environment.
Umbrella: strategies originate in constraint: leadership is partial control of organizations actions. Actors can do whatever they want as long as they get the goal.
Process: strategies originate in process: leadership controles process aspect of strategy. Deliberate through leadership, rest emergent
Unconnected; strategies originate in enclaves. On organizatiions level emergent, on actor level deliberate.
Consensus: strategies originate in consensus: through mutual adjustment actors agree on patterns that become pervasive, without central intentions
Imposed: strategies originate in the environment; environment dictates patterns
Christensen & Rosenbloom: Explaining the attackers advantage; Technological paradigms, and the value network
→ firms that solve a customer ‘pain or problem’ or offer something that the customer desires or values tend to have market success. But in a dynamic environment, the customer’s problem or desire can change easily over time!
Daneels; The dynamics of product innovation and firm competences.
The study examines how product innovation contributes to the renewal/change of the firm by through the relation with the firms competences.
The firm can engage in exploitation (using existing competences) or exploration (discovering new competences).
First order competences: marketing and technological capabilities must be present for effective new product development
Second order competences: enable a company to renew itself through building new first-order competences
Cohen and Levinthal. Absorptive capacity: a new perspective on learning and innovation.
Absorptive knowledge → The ability to evaluate and utilize outside knowledge is largely a function of the level of prior related knowledge
Main contribution: Creating theory on absorptive capacity. Absorptive capacity results from R&D, knowledge spill overs of competitors, extraindustry knowledge, and as a byproduct from manufacturing. Authors define it as the ability of a firm to value, assimilate and commercially utilize external knowledge.
Christensen McDonald, Altman; Disruptive innovation: An intellectual history and directions for future research
Disruptions are relative, not absolute; some disruptive innovations can be disruptive to one firm but sustaining to another no innovation is inherently disruptive.
