The Nature and Dynamics of Organizational CapabilitiesGiovanni Dosi, Richard Nelson, Sidney Winter OUP Oxford, 2001. nov. 29. - 404 oldal In this book, the editors and a team of distinguished international contributors analyse the nature of organizational capabilities–how organizations do things, use their knowledge base, and diffuse that knowledge in a competitive environment. Dosi is the author and editor of numerous books including Technology, Organization, and Competitiveness (OUP, 1998). He is also one of the editors of the journal Industrial and Corporate Change published by Oxford University Press. Nelson and Winter are recognized as leading proponents of evolutionary perspectives in economics and management. The book includes chapters from David Teece, Keith Pavitt, Benjamin Coriat, and Richard Florida amongst others. |
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ix. oldal
... company Technological profile of an automobile company 29 35 37 38 40 41 52 74 83 86 102 102 104 104 105 107 131 136 188 191 191 250 258 260 265 267 274 322 325 326 326 3.1 6.1 (a) 6.1 (b) 6.2 6.3 6.4 7.1 7.2 List of Figures.
... company Technological profile of an automobile company 29 35 37 38 40 41 52 74 83 86 102 102 104 104 105 107 131 136 188 191 191 250 258 260 265 267 274 322 325 326 326 3.1 6.1 (a) 6.1 (b) 6.2 6.3 6.4 7.1 7.2 List of Figures.
1. oldal
... automobile manufacturing, brain surgery, identifying and developing new pharmaceuticals, putting on an effective art exhibition, and shipping a package across a continent. Pending a more thorough discussion of terminology, we identify ...
... automobile manufacturing, brain surgery, identifying and developing new pharmaceuticals, putting on an effective art exhibition, and shipping a package across a continent. Pending a more thorough discussion of terminology, we identify ...
12. oldal
... automobile manufacturer, the mass retailer, and the hospital. Taken together, these propositions set the stage for the dynamic interplay of the evolutionary triumvirate of variation, selection, and retention. Variety in the form of ...
... automobile manufacturer, the mass retailer, and the hospital. Taken together, these propositions set the stage for the dynamic interplay of the evolutionary triumvirate of variation, selection, and retention. Variety in the form of ...
101. oldal
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Más kiadások - Összes megtekintése
The Nature and Dynamics of Organizational Capabilities Giovanni Dosi,Richard R. Nelson,Sidney G Winter,Sidney G. Winter Korlátozott előnézet - 2000 |
The Nature and Dynamics of Organizational Capabilities Giovanni Dosi,Richard R. Nelson,Sidney Winter Nincs elérhető előnézet - 2001 |
Gyakori szavak és kifejezések
activities advantage affiliate analysis application approach areas assembly automation Banc bank behaviour capabilities changes chapter competence competitive complex concept continuous conversion coordination corporate costs difficult discussion distinctive dynamic Economic effects efforts elements engineers environment equipment evolutionary example existing experience factory field findings firm's firms function identify important improvement increasing indicated individual industry innovations integrated internal introduction involved issues Japanese knowledge learning limits manufacturing measures mechanisms observed Ohno operations organization organizational particular patents performance plant possible practices Press problems procedures process development production relatively replication responsible role routines semiconductor significant skills sources specific strategy structure success suggest suppliers tasks technical theory Toyota transfer transplants understanding unit University variables Winter workers
Népszerű szakaszok
346. oldal - IBM's direct sales force in office products, while disk brakes rendered useless much of the auto industry's investment in drum brakes. Financial Assets In the short run, a firm's cash position and degree of leverage may have strategic implications. While there is nothing more fungible than cash, it cannot always be raised from external markets without the dissemination of considerable information to potential investors. Accordingly, what a firm can do in short order is often a function of its balance...
350. oldal - Some routines and competences seem to be attributable to local or regional forces that shape firms' capabilities at early stages in their lives. Porter (1990), for example, shows that differences in local product markets, local factor markets, and institutions play an important role in shaping competitive capabilities. Differences also exist within populations of firms from the same country. Various studies of the automobile industry, for example, show that not all Japanese automobile companies are...
348. oldal - ... is presented here as a function of the firm's processes, positions, and paths. What it can do and where it can go is thus heavily constrained by the typography of its processes, positions, and paths. Each component of this capability framework needs to be analyzed in a strategic audit. We submit that if one can identify each of these components and understand their interrelationships, one can at least predict the performance of the firm under various assumptions about changes in the external...
346. oldal - ... close in" to previous activities and thus will be transaction and production specific (Teece, 1988). This is because learning is often a process of trial, feedback, and evaluation. If too many parameters are changed simultaneously, the ability of firms to conduct meaningful natural quasi experiments is attenuated. If many aspects of a firm's learning environment change simultaneously, the ability to ascertain...
335. oldal - ... strategy that can assist practitioners in the building of long-run advantage and competitive flexibility. Below, we discuss first the resourcebased perspective and then an extension we call the dynamic capabilities approach. MODELS OF STRATEGY EMPHASIZING EFFICIENCY Resource-based perspective The resource-based approach sees firms with superior systems and structures being profitable not because they engage in strategic investments that may deter entry and raise prices above longrun costs, but...