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Innovation Management > Week 4 & 5 > Flashcards

Week 4 & 5 Flashcards

1
Q

Tigth regime

A

technology is relatively easy to protect

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2
Q

Weak regime

A

Technology is almost impossible to protect

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3
Q

Pre-paradigmatic phase

A

imitation is possible, followers have chances to have their products become industry standards

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4
Q

Paradigmatic phase

A

access to complementary assets is critical

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5
Q

Complementary assets

A

Generic, specialized, co-specialized

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6
Q

General Purpose Technologies

A

Economy wide, capable of ongoing technical improvement and enable complementary innovations

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7
Q

Enabling technologies

A

capable of ongoing technical improvement and enable complemenatary innovations but NOT economy wide

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8
Q

IP models

A

Formal: Patents, trademarks, copyright
Informal: trade secrets, lead times, defensive publication

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9
Q

Alternative IP models

A

Patent pools, patent commons, patent non assertion pledge (open patenting)

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10
Q

Stategic patenting

A

Blocking
Patent fences
Signaling

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11
Q

Bottleneck

A

One specialized asset needed for commercialization

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12
Q

Types of complementarity

A

Hicksian, Edgeworth, Hirshleifer, Cournot, Technological, Innovational

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13
Q

Hicksian

A

decrease in price of one factor leads to increase in production quantity of the other

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14
Q

Edgeworth

A

X an Y are edgeworth complement if the utility of consuming them together is higher than in isolation

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15
Q

Hirshleifer

A

Based on innovation, prices will change

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16
Q

Cournot

A

X and Y are used together and sold by companies with monopoly power

17
Q

Technological

A

Value of innovation depends on change in existing technologies

18
Q

Innovational

A

Improvement in general purpose technology will lead to higher productivity in downstream sectors

19
Q

Porter’s competitive strategies

A

Cost, differentiation, focus cost, focus differntiation

20
Q

Market Based View

A

to reach a competitive position it is necessary to
- be position in attractive industries
- pursue a generic strategy for the particular business areas in the repsective industries

21
Q

MBV tools

A

Value chain, Five porters, SWOT

22
Q

Limitations MBV

A
  • Rather static
  • Strategy is aiming for monopolistic position
  • Similar strategies amongst firms lead to a more difficult time achieving SCA
  • Internal structure and processes neglected
  • Resources are homogeneous
23
Q

Resource Based View

A

Resources are heterogeneous, immobile and difficult to utilize. SCA explained by resources

24
Q

VRIN

A
  • Value
  • Rareness
  • Inimitability
  • Non-substitutability
25
Q

Imperfect imitabtility

A

History dependence
Causal ambiguity
Social complexity
Asset specificity

26
Q

Non substitutability

A

Direct substitution (Monster - RedBull)
Indirect substitution (Monster - Coffee)

27
Q

Knowledge Based View

A

Knowledge as the most important resource and varies in transferability

28
Q

Dynamic capabilities

A

ability of an organization and its management to integrate, build and reconfigure internal and external competences to adress rapidly changing environments

29
Q

Categories of dynamic capabilities

A
  • Sensing
  • Seizing
  • Reconfiguring
30
Q

KBV knowledge integration

A
  • Sequencing
  • Decision support system
  • Direction
  • Thinking along
  • Group problem solving
  • Knowledge transfer
31
Q

Sustained advantage =/ everlasting advantage

A

cannot be competed away through duplication effects of other firms. Condition of SCA is that resources are heterogenous and have some degree of immobility

32
Q

4 knowledge sharing routines

A
  • interorganizational learning
  • aligning incentives
  • cognitive proximity
  • partner-specific-absorptive capacity
33
Q

Strategic position vs operational efficiency

A

Strategic: different activities than rivals or performing similar activities differently
Operational: performing the same activities better than rivals

34
Q

Strategic positioning

A

Variety based positioning
Needs based positioning
Access based positioning

35
Q

Trade off’s in strategic posistioning

A

Brand and image reputation
Asset differences
Organizational priorities

36
Q

Fit orders

A

First order fit: simple consistency between eacch activity and the overall strategy
Second order fit: activites are reinforcing
Third order fit: activities have reached an optimization of efforts

37
Q

Types of imitation

A

Repositioning: matching rival
Straddling: match benefits of rival

38
Q

Factors of SCA

A
  • Economies of scale
  • Economies of scope
  • Vertical integration and non-integration
  • Process based core competencies

Innovation Management (4 decks)

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