Dynamic knowledge strategies and industry fusion

International Journal of Manufacturing Technology and Management

Volumn 3, Issue 1-2, 2001, Pages 31-48

  Bierly, Paul E ^a   Chakrabarti, Alok ^b  

^a JAMES MADISON UNIVERSITY   (United States)

^b NEW JERSEY INSTITUTE OF TECHNOLOGY   (United States)

Author keywords

industry fusion; Knowledge strategy; management of technology; organizational learning; strategic management

Indexed keywords

EID: 0442288232     PISSN: 13682148     EISSN: None     Source Type: Journal    
DOI: 10.1504/ijmtm.2001.001394     Document Type: Article

References (52)

1. Garvin, D.A. (1993) ‘Building a learning organization’, Harvard Business Review, pp.78–91, July–August.
2. Hayes, R., Wheelwright, S. and Clark, K. (1988) Dynamic Manufacturing: Creating the Learning Organization, New York: Free Press.
3. Prahalad, C.K. and Hamel, G. (1990) ‘The core competence of the corporation’, Harvard Business Review, Vol. 68, No. 3, pp.79–91.
4. Senge, P.M. (1990) The Fifth Discipline, New York: Doubleday.
5. Swieringa, J. and Wierdsma, A. (1992) Becoming a Learning Organization, Workingham, England: Addison-Wesley.
6. Teece, D.J. Pisano, G. and Shuen, G. (1992) ‘Dynamic capabilities and strategic management’, University of California At Berkeley working paper.
7. Kogut, B. and Zander, U. (1992) ‘Knowledge of the firm, combinative capabilities, and the replication of technology’, Organization Science, Vol. 3, No. 3, pp. 383–397.
8. Leonard-Barton, D. (1995) Wellsprings of Knowledge, Boston, M.A: Harvard Business School Press.
9. Nonaka, I. (1991) ‘The knowledge-creating company’, Harvard Business Review, pp.96–104, November.
10. Nonaka, I. (1994) ‘A dynamic theory of organizational knowledge creation’, Organization Science, Vol. 5, No. 1, pp.14–37.
11. Spender, J.-C. (1994) ‘Organizational knowledge, collective practice and Penrose rents’, International Business Review, Vol. 3, No. 4, pp.353–367.
12. Winter, S. (1987) ‘Skill and knowledge as strategic assets’, In D. Teece (Ed.) The Competitive Challenge, Cambridge, MA: Ballinger, pp. 159–184.
13. Argyris, C. and Schon D. (1978) Organizational Learning: A Theory of Action Perspective. Reading, MA: Addison-Wesley Publishing Co.
14. Fiol, C.M. and Lyles, M.A. (1995) ‘Organizational learning’, Academy of Management Review, Vol. 10, pp.803–813.
15. Jelinek, M. (1979) Institutionalizing Innovation: A Study of Organizational Learning Systems, New York: Praeger.
16. Sackman, S.A. (1991) Cultural Knowledge of Organizations, Newbury Park, CA: Sage Publications.
17. Polanyi, M. (1966) The Tacit Dimension, London: Routledge & Kegan Paul.
18. Lippman, S.A. and Rumelt, R.P. (1982) ‘Uncertain imitablity: An analysis of interfirm differences in efficiency under competition’ Bell Journal of Economics, Vol. 13, pp.418–438.
19. Simon, H.A. (1991) ‘Bounded rationality and organizational learning’, Organization Science, Vol. 2, No. 1, pp.125–134.
20. Brown, J.S. and Duguid, P. (1991) ‘Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation’, Organization Science, Vol. 2, No. 1, pp.40–57.
21. March, J.G. (1991) ‘Exploration and exploitation in organizational learning, Organization Science, Vol. 2, No. 1, pp.71–87.
22. Demsetz, H. (1991) The theory of the firm revisited’. In O. Williamson and S. Winter (Eds.) The Nature of the Firm. New York: Oxford University Press, pp.159–178.
23. Grant, R.M. (1995) ‘A knowledge-based theory of inter-firm collaboration’ Academy of Management Best Paper Proceedings, pp.17–21.
24. Cohen, W.M. and Levinthal D.A. (1994) ‘Fortune favors the prepared firm,’ Management Science, Vol. 40, No. 2, pp.227–251.
25. Barney, J. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, Vol. 17, pp.99–120.
26. Reed, R. and DeFillipi, R.J. (1990) ‘Casual ambiguity, barriers to imitation, and sustainable competitive advantage’, Academy of Management Review, Vol. 15, No. 1, pp.88–102.
27. Nelson, R.R. (1991) ‘Why do firms differ, and how does it matter?’ Strategic Management Journal, Vol. 12, pp.61–74.
28. Bettis, R.A. and Hitt, M.A. (1995) ‘The new competitive landscape’, Strategic Management Journal, Vol. 16, (Summer Special Issue), pp.110–118.
29. D’Aveni, R.A. (1994) Hypercompetition. New York: Free Press.
30. Hamel, G. and Prahalad, C.K. (1994) Competing for the Future, Strategic Management Journal, Vol. 9, pp.141–158.
31. Bower, J.L. and Hout, T.M. (1988) ‘‘Fast-cycle capability for competitive power’, Harvard Business Review, Vol. 66, No. 6, pp.110–118.
32. Stalk, G. (1988) ‘Time – the next source of competitive advantage’, Harvard Business Review, Vol. 66, No. 5, pp.41–51.
33. Porter, M. (1980) Competitive Strategy, New York: Free Press.
34. Lei, D. Hitt, M.A. and Bettis, R. (1996) ‘Dynamic core competencies through meta-learning and strategic context’, Journal of Management, Vol. 22, No. 4, pp.549–569.
35. Spender, J.-C. (1989) Industry Recipes: An Inquiry into the Nature and Sources of Managerial Judgement. New York: Blackwell.
36. Twiss, B.C. (1980) Managing Technological Innovation, 2nd ed. New York, Longman.
37. Teece, D.J. (1987) ‘Profiting from technological innovation: Implications for integration, collaboration, licensing, and public policy.’ In D.J. Teece (Ed.) The Competitive Challenge, Cambridge, MA: Ballinger, pp.185–219.
38. Quinn, J.B. (1992) Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry. New York: Free Press.
39. Dosi, G. (1982) ‘Technological paradigms and technological trajectories’, Research Policy, Vol. 11, No. 3, pp.147–62.
40. Itami, H. and Numagami, T. (1992) ‘Dynamic interaction between strategy and technology’, Strategic Management Journal, Vol. 13, pp.119–135.
41. Nelson, R.R. (1982) ‘The role of knowledge in R&D efficiency’, The Quarterly Journal of Economics, pp.453–470, August.
42. Leonard-Barton, D. (1992) ‘Core capabilities and core rigidities: A paradox in managing new product development’, Strategic Management Journal, Vol. 13, pp.111–125.
43. Levitt, B. and March, J.G. (1988) ‘Organizational learning’, Annual Review of Sociology, Vol. 14, pp.319–340.
44. Levinthal, D.A. and March, J.G. (1993) ‘The myopia of learning’, Strategic Management Journal, Vol. 14, pp.95–112.
45. Lei, D. and Hitt, M.A. (1995) ‘Strategic restructuring and outsourcing: The effect of mergers and acquisitions and LBOs on building firm skills and capabilities’, Journal of Management, Vol. 21, No. 5, pp.835–859.
46. Pitts, R.A. and Lei, D. (1996) Strategic Management: Building and Sustaining Competitive Advantage, Minneapolis/St. Paul: West.
47. Hamel, G., Doz, Y.L. and Prahalad, C.K. (1989) ‘Collaborate with your competitors and win’, Harvard Business Review, pp.133–139, January–February.
48. Hamel, G. (1991) ‘Competition for competence and inter-partner learning within international strategic alliances Strategic Management Journal, Vol. 12 (Summer Special Issue), pp. 83–103.
49. Kotabe, M. and Swan, K.S. (1995) ‘The role of strategic alliances in high-technology new product development’, Strategic Management Journal, Vol. 16, No. 8, pp.621–636.
50. Chesbrough H.W. and Teece, D.J. (1996) ‘When is virtual virtuous? Organizing for innovation?’ Harvard Business Review, pp.65–73, January–February.
51. Harrigan, K.R. (1988) ‘Joint ventures and competitive strategy’, Strategic Management Journal, Vol. 9, pp.141–158.
52. Mohr, J. and Spekman, R. (1994) ‘Characteristics of partnership success: Partnership attributes, communication behaviour, and conflict resolution techniques’, Strategic Management Journal, Vol. 15, No. 2, pp.135–152.