Technology, Organization, and Competitiveness: Perspectives on Industrial and Corporate Change: Business Development Books.
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- Editorial Reviews
- Technology Strategy and New Technology Based Firms
- Technology, Organization, and Competitiveness: Perspectives on Industrial and Corporate Change
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Learn more about Amazon Prime. Bringing together ideas of leading thinkers in business strategy, organization studies, and innovation, this book explores the dynamics of competitiveness and the origins of the firm's capabilities.
Editorial Reviews
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Technology Strategy and New Technology Based Firms
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Submit Industrial and Corporate Change is a forum where industrial historians explicitly relate their analyses to the state of the art in the relevant social sciences and propose conjectures and theories. As Anderson and Tushman explained, established firms are able to transition to a radical technology when that technology is competence-enhancing but fail to do so when it is competence-destroying. On the other hand, Henderson and Clark noticed that incumbent firms often failed to manage the transition from one technology to another, even when those technologies were not radical.
To explain this, Henderson and Clark developed a more fine-grained taxonomy of innovation. In this taxonomy, two additional types of innovation not mentioned by Utterback and Abernathy are present: Finally, there is another aspect that has not been considered. Christensen noticed that the incumbent firms that were unable to adopt the radical new technologies were often the very firms that invented them. The objective of the research was to obtain comprehensive explanations of the technology strategy process, and to identify the convergence of common themes and patterns through the cases studied Glaser and Strauss, ; Eisenhardt, , ; Strauss and Corbin, ; Yin, In order to achieve this goal, we employ a grounded case-study research.
We appeal to the grounded theory as a qualitative methodology to build theory Glaser and Strauss, ; Strauss and Corbin, We use the exploratory case-study research as a proven method to test the internal validity of the propositions Eisenhardt, ; Yin, The resulting model of research is conceived as a spiral rather than as a linear progress Berg, in which the results are sustained in the data and these, in turn, are continually revised with the theory Miles and Huberman, We selected six cases, basing the design of our case study on the idea of theoretical sample Yin, The TBBIN drives the transformation of highly innovative ideas and projects into high value-added companies applying new knowledge in advanced sectors such as agrobiotechnology, biotechnology, information technology development, the pharmaceutical industry, biomedical engineering, energy, the aerospace industry, and the automotive industry.
We base on previous research to define the selection criteria. Two additional cases are used as a confirmatory test of the case-study research results Patton, These two last NTBF have been in operation for around two years. From a qualitative point of view, these are second order cases, as they follow patterns that have already emerged in previous stages of the investigation.
Technology, Organization, and Competitiveness: Perspectives on Industrial and Corporate Change
Their analysis provides feasibility to the results obtained previously Patton, The Table 1 shows the information about these cases. The data collection for this research was carried out in four stages. The first of the four phases of data collection involved a pilot study consisting of an in-depth, semi-structured interview. Three pilot interviews were done before targeting the final sample. This phase included the checking of important documents official web pages, press packets, product information, documents from clients and suppliers and copies of the business plans from the cases that were ultimately in the final sample.
The second phase consisted of at least three in-depth interviews given to each one of the six NTBF. One interview was made to the General Director and at least other two were done with other main managers in the company. In total, 19 interviews were applied to the theoretical sample.
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The format of the interview more closely resembled a guided conversation than a series of structured questions. In other words, although a line of specific line of research was followed, the questions that were asked during the interview tended to be more fluid than rigid Rubin and Rubin, ; Holstein and Gubrium, We reached theoretical saturation with a total of six cases. In other words, the descriptions and explanations were repetitive and that allowed identifying common patterns across the cases Yin, The third phase of the investigation consisted of two activities.
The first one took place immediately after the interview. The managers were asked to answer a questionnaire with thirty-two questions in order to test the results obtained during the in-depth interviews. The second activity entailed interviewing seven stakeholders related to the small company in order to get additional information and other possible explanations of the results gathered in the previous interviews. Specifically, we interviewed the managers of the TBBIN as well as the managers of the consulting firms.
In the fourth and final phase of our investigation, the same questionnaire that had been given to the six cases that formed the theoretical sample was applied to the two confirmatory cases. The goal was to compare the results of these last two cases with the ones of the first sample in order to confirm the validity of the results used for the explanatory model. The feedback obtained of these two cases was included in the final results of the investigation. Our investigation was designed as a study of multiple cases. The general strategy for the processing of the data followed the proposal of codification put forth by Strauss and Corbin as a means of generating theory.
The analysis of the data was iterative with its collection, which facilitated the creation of themes, standards and theoretical models. They were continually modified so that new data and themes could be incorporated, as well as the most recent ideas proposed by researchers Miles and Huberman, The organization of the available data followed the three stages proposed by Strauss and Corbin The first stage was basically descriptive, and all the information gathered was represented in a simple text in order to provide a better understanding.
In this stage the descriptive categories appeared. A descriptive category is a labeled phenomenon, and it is the abstract representation of an event, object or action significant in the data Strauss and Corbin, The second stage involved dividing the initial series of data that had been collected into segments.
These segments were defined by using the descriptive categories that had emerged from the data itself, they allowed us to regroup the information and read it in a different way. It was in this that the relational categories appeared which linked two or more descriptive categories to each other. In the third stage, we structured the information based on the interrelation of the descriptive categories that had been linked by the relational categories.
We made a selective categorization to identify several core categories that articulate the final explanatory model. While analyzing our data, we followed the suggestions of Yin as to the four aspects that insure the quality of an investigation. The reliability of our research was obtained through the development of a protocol and a database composed of the findings of the investigation itself. Its validity was achieved by using different sources of evidence, the creation of a chain of evidence and the participation of stakeholders who checked the results Yin, The information gathered from the cases was compared to the propositions that continually emerged in order to determine the degree to which they were consistent, following the logic of constant comparison Miles and Huberman, The result of this investigation is a theoretical model of exploratory nature, in which previously developed propositions can be grouped and related in a new way.
Langley sets forth that the interaction of a relatively limited number of simple decisive elements can generate complexity, if they are all considered at the same time while analyzing a phenomenon. This idea leads us to suggest that relatively parsimonious theoretical formulations can help us make sense of the complexity observed in the processing of the data. Such premises bring out the central challenge of this research project: While such a theory would not contain the richness, dynamism and complexity of the data, it would be understandable and potentially useful for others.
In view of these arguments, we have sought to create a model that encompasses specificity, generality and simplicity Langley, It seems unreasonable to expect that the model be as equally rich as all of the experiences of the firms.
Every model describes an approach, which simplifies the actual experience Fiet, In the next section, we show the model and the factors that influence the technology strategy process. Towards a model of the technology strategy process in NTBF. Initially, the firm must recognize the dynamic of the context in which it operates, so that it knows the different kinds of strategies that are possible to undertake.
The next step is the change of the structure in order to implement the strategies. Finally, the firm must find a mechanism to protect the profits. The NTBF can show the importance of the innovation through its goals and these are different from one firm to another. The first step so that the company achieves its goals is to identify the related actors suppliers, customers, competitors, complementary innovators, related industries, etc. Once an idea or invention has been detected and its rational base has been understood, as well as its applications, the NTBF must clarify two matters: Next, the firm selects a place in which to obtain profits, that is to say, supplier, manufacturer, customer or complementary innovator.
The place in which profits would be obtained should be in agreement with the global strategy of the firm Proposition 4. This group of actions and choices can be identified in the first phase of the model: In the second stage of the technology strategy process, the firm has to decide its business strategy cost leadership strategy, differentiation strategy or focus strategy to solve problems or necessities in the market Proposition 5. Also, the firm determines its technology strategy.
It could be the first in introducing the product offensive strategy , or it could follow a strategy where others act first following strategy. After having defined the business strategy and the technology strategy, the firm has to make changes in its organization and assign resources to the different functions along its value chain Proposition 7. An important aspect in the selection of the technological innovation is related to the reflection of when and how to pass to a global level.