Competing on competence: A knowledge perspective on the management of strategic innovation

Technology Analysis and Strategic Management

Volumn 11, Issue 3, 1999, Pages 301-316

  Pitt, Martyn ^a   Clarke, Ken ^b  

^a UNIVERSITY OF BATH   (United Kingdom)

^b UNIVERSITY OF PORTSMOUTH   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

SCIENCE AND TECHNOLOGY;

EID: 0032735003     PISSN: 09537325     EISSN: None     Source Type: Journal    
DOI: 10.1080/095373299107375     Document Type: Article

References (111)

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13. E. Penrose, The Theory of the Growth of the firm (Oxford: Oxford University Press, 1995 [1959]); B. Kogut & U. Zander, 'Knowledge of the Firm; Combinative Capabilities and the Replication of Technology', Organization Science, 3, 1992, pp. 383-397; Prahalad & Hamel, op. cit., Ref. 5; Nelson & Winter, op. cit., Ref. 3; Stalk, Evans & Schulman, op. cit., Ref. 6; Winter, op. cit., Ref. 4.
14. E. Penrose, The Theory of the Growth of the firm (Oxford: Oxford University Press, 1995 [1959]); B. Kogut & U. Zander, 'Knowledge of the Firm; Combinative Capabilities and the Replication of Technology', Organization Science, 3, 1992, pp. 383-397; Prahalad & Hamel, op. cit., Ref. 5; Nelson & Winter, op. cit., Ref. 3; Stalk, Evans & Schulman, op. cit., Ref. 6; Winter, op. cit., Ref. 4.
15. E. Penrose, The Theory of the Growth of the firm (Oxford: Oxford University Press, 1995 [1959]); B. Kogut & U. Zander, 'Knowledge of the Firm; Combinative Capabilities and the Replication of Technology', Organization Science, 3, 1992, pp. 383-397; Prahalad & Hamel, op. cit., Ref. 5; Nelson & Winter, op. cit., Ref. 3; Stalk, Evans & Schulman, op. cit., Ref. 6; Winter, op. cit., Ref. 4.
16. E. Penrose, The Theory of the Growth of the firm (Oxford: Oxford University Press, 1995 [1959]); B. Kogut & U. Zander, 'Knowledge of the Firm; Combinative Capabilities and the Replication of Technology', Organization Science, 3, 1992, pp. 383-397; Prahalad & Hamel, op. cit., Ref. 5; Nelson & Winter, op. cit., Ref. 3; Stalk, Evans & Schulman, op. cit., Ref. 6; Winter, op. cit., Ref. 4.
17. E. Penrose, The Theory of the Growth of the firm (Oxford: Oxford University Press, 1995 [1959]); B. Kogut & U. Zander, 'Knowledge of the Firm; Combinative Capabilities and the Replication of Technology', Organization Science, 3, 1992, pp. 383-397; Prahalad & Hamel, op. cit., Ref. 5; Nelson & Winter, op. cit., Ref. 3; Stalk, Evans & Schulman, op. cit., Ref. 6; Winter, op. cit., Ref. 4.
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22. Winter, op. cit., Ref. 4, p. 173.
23. Ibid., p. 162.
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25. In the sense of being stimulated by external inducements or by internal (managerial) exhortations.
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27. E.g. H. Mintzberg & J. Waters, 'Tracking Strategy in an Entrepreneurial Firm', Academy of Management Journal, 25, 1982, pp. 465-499; P.R. Nayak & J.M. Ketteringham, Breakthroughs: How Leadership and Drive Created Commercial Innovations that Swept the World, especially Chapter 3: '3M's Little Yellow Notepads' (New York, Rawson Associates, 1986), pp. 47-69; D.Q. Mills & G.B. Friesen, Broken Promises: An Unconventional View of What Went Wrong at IBM (Boston, Harvard Business School Press, 1996).
28. E.g. H. Mintzberg & J. Waters, 'Tracking Strategy in an Entrepreneurial Firm', Academy of Management Journal, 25, 1982, pp. 465-499; P.R. Nayak & J.M. Ketteringham, Breakthroughs: How Leadership and Drive Created Commercial Innovations that Swept the World, especially Chapter 3: '3M's Little Yellow Notepads' (New York, Rawson Associates, 1986), pp. 47-69; D.Q. Mills & G.B. Friesen, Broken Promises: An Unconventional View of What Went Wrong at IBM (Boston, Harvard Business School Press, 1996).
29. R. Normann, 'Developing Capabilities for Organizational Learning', in: J.M. Pennings (Ed.), Organizational Strategy and Change: New Views on Formulating and Implementing Strategic Decisions (San Francisco, Jossey-Bass, 1985), 217-248, p. 220.
30. For example, special issues of Organization Science, 2, February 1991, Strategic Management Journal, 17, Winter 1996, and California Management Review, 40, Spring 1998.
31. For example, special issues of Organization Science, 2, February 1991, Strategic Management Journal, 17, Winter 1996, and California Management Review, 40, Spring 1998.
32. For example, special issues of Organization Science, 2, February 1991, Strategic Management Journal, 17, Winter 1996, and California Management Review, 40, Spring 1998.
33. G. Ryles, The Concept of Mind (London, Hutchinson, 1949); M. Polanyi, The Tacit Dimension (London, Routledge & Kegan Paul, 1966); R. Sanchez, 'Managing Articulated Knowledge in Competence-based Competition', in: R. Sanchez & A. Heene (Eds), Strategic Learning and Knowledge Management (Chichester, Wiley, 1997), pp. 163-187.
34. G. Ryles, The Concept of Mind (London, Hutchinson, 1949); M. Polanyi, The Tacit Dimension (London, Routledge & Kegan Paul, 1966); R. Sanchez, 'Managing Articulated Knowledge in Competence-based Competition', in: R. Sanchez & A. Heene (Eds), Strategic Learning and Knowledge Management (Chichester, Wiley, 1997), pp. 163-187.
35. G. Ryles, The Concept of Mind (London, Hutchinson, 1949); M. Polanyi, The Tacit Dimension (London, Routledge & Kegan Paul, 1966); R. Sanchez, 'Managing Articulated Knowledge in Competence-based Competition', in: R. Sanchez & A. Heene (Eds), Strategic Learning and Knowledge Management (Chichester, Wiley, 1997), pp. 163-187.
36. Tacit personal knowledge is often conceived as not merely unarticulated but incapable of being articulated. However, if for present purposes we consider tacit collective knowledge as 'articulatable knowledge not yet articulated' the extent to which it has or has not been articulated at a specified time is then an empirical rather than a philosophical matter.
37. M. Boisot, 'Markets and Hierarchies in Cultural Perspective', Organization Studies, 7, 1986, pp. 135-158; P. Baumard, 'Organizations in the Fog: An Investigation into the Dynamics of Knowledge', in: B. Moingeon & A. Edmondson (Eds), Organizational Learning and Competitive Advantage (London, Sage, 1996), pp. 74-91); F. Blackler, 'Knowledge, Knowledge Work and Organizations: An Overview and Interpretation', Organization Studies, 16, 1995, pp. 1021-1046; I. Nonaka & H. Takeuchi, The Knowledge Creating Company (New York, Oxford University Press, 1995).
38. M. Boisot, 'Markets and Hierarchies in Cultural Perspective', Organization Studies, 7, 1986, pp. 135-158; P. Baumard, 'Organizations in the Fog: An Investigation into the Dynamics of Knowledge', in: B. Moingeon & A. Edmondson (Eds), Organizational Learning and Competitive Advantage (London, Sage, 1996), pp. 74-91); F. Blackler, 'Knowledge, Knowledge Work and Organizations: An Overview and Interpretation', Organization Studies, 16, 1995, pp. 1021-1046; I. Nonaka & H. Takeuchi, The Knowledge Creating Company (New York, Oxford University Press, 1995).
39. M. Boisot, 'Markets and Hierarchies in Cultural Perspective', Organization Studies, 7, 1986, pp. 135-158; P. Baumard, 'Organizations in the Fog: An Investigation into the Dynamics of Knowledge', in: B. Moingeon & A. Edmondson (Eds), Organizational Learning and Competitive Advantage (London, Sage, 1996), pp. 74-91); F. Blackler, 'Knowledge, Knowledge Work and Organizations: An Overview and Interpretation', Organization Studies, 16, 1995, pp. 1021-1046; I. Nonaka & H. Takeuchi, The Knowledge Creating Company (New York, Oxford University Press, 1995).
40. M. Boisot, 'Markets and Hierarchies in Cultural Perspective', Organization Studies, 7, 1986, pp. 135-158; P. Baumard, 'Organizations in the Fog: An Investigation into the Dynamics of Knowledge', in: B. Moingeon & A. Edmondson (Eds), Organizational Learning and Competitive Advantage (London, Sage, 1996), pp. 74-91); F. Blackler, 'Knowledge, Knowledge Work and Organizations: An Overview and Interpretation', Organization Studies, 16, 1995, pp. 1021-1046; I. Nonaka & H. Takeuchi, The Knowledge Creating Company (New York, Oxford University Press, 1995).
41. M. Boisot, op. cit., Ref. 22; M. Boisot, Information Space: A Framework for Learning in Organizations, Institutions and Culture (London, Routledge, 1995). In the latter text Boisot extends his conceptualization of knowledge transfer space from two to three dimensions (C-space becomes I-space). His third dimension, defined by degree of abstractness of knowledge, is posited as orthogonal to the axes that define C-space and thus it does not bear directly on the arguments we make here.
42. M. Boisot, op. cit., Ref. 22; M. Boisot, Information Space: A Framework for Learning in Organizations, Institutions and Culture (London, Routledge, 1995). In the latter text Boisot extends his conceptualization of knowledge transfer space from two to three dimensions (C-space becomes I-space). His third dimension, defined by degree of abstractness of knowledge, is posited as orthogonal to the axes that define C-space and thus it does not bear directly on the arguments we make here.
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73. Other examples of senior managers' reluctance to acknowledge new directional imperatives feature in Sakiya's account of Soichiro Honda's obsession with air cooled automobile engines that eventually prompted his retirement (T. Sakiya, Honda Motor: the Men, the Management, the Machines (Tokyo & New York, Kodansha, 1982)); in Johnson's account of Foster Menswear's failure to respond to fashion dothing trends (G.N. Johnson, Strategic Change and the Management Process (Oxford, Basil Blackwell, 1987)); and in Mills & Friesen's account of IBM's slowness to exploit PCs and networks (op. cit., Ref. 17).
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102. The danger of economy in approaching issues where uncertainty is high, however, may be 'groupthink', with important collective assumptions going unchallenged, indeed for all practical purposes they become rigid and unchallengeable. See: D. Dougherty, 'Interpretive Barriers to Successful Product Innovation in Large Firms', Organization Science, 3, 1992, pp. 179-202; D. Leonard-Barton, 'Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development', Strategic Management Journal, 13, 1992, pp. 111-125.
103. The danger of economy in approaching issues where uncertainty is high, however, may be 'groupthink', with important collective assumptions going unchallenged, indeed for all practical purposes they become rigid and unchallengeable. See: D. Dougherty, 'Interpretive Barriers to Successful Product Innovation in Large Firms', Organization Science, 3, 1992, pp. 179-202; D. Leonard-Barton, 'Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development', Strategic Management Journal, 13, 1992, pp. 111-125.
104. Boisot, op. cit., Ref. 22.
105. Miles et al., op. cit., Ref. 1.
106. Blackler, op. cit., Ref. 22.
107. M. Graham, The Business of Research: RCA and the VideoDisc (Cambridge, Cambridge University Press, 1986); R. Whittington, 'The Changing Structures of R&D: from Centralization to Fragmentation', in: R. Loveridge & M. Pitt (Eds), The Strategic Management of Technological Innovation (Chichester, Wiley, 1990), pp. 183-203.
108. M. Graham, The Business of Research: RCA and the VideoDisc (Cambridge, Cambridge University Press, 1986); R. Whittington, 'The Changing Structures of R&D: from Centralization to Fragmentation', in: R. Loveridge & M. Pitt (Eds), The Strategic Management of Technological Innovation (Chichester, Wiley, 1990), pp. 183-203.
109. Clark, op. cit., Ref. 37.
110. R.M. Henderson, 'Technological Change and the Management of Architectural Knowledge', in: M.D. Cohen & L.S. Sproull (Eds), Organizational Learning (Thousand Oaks, Sage, 1996), pp. 359-375.
111. W.H. Starbuck, 'Learning by Knowledge-intensive Firms', Journal of Management Studies, 29, 1992, pp. 713-740.