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By David J. Teece

Новейшая книга одного из мировых лидеров по стратегическому управлению (не тупо очередной "гуру", а действительно серьезный ученый) под названием Dynamic services and strategic administration / Динамические способности и стратегический менеджмент.Доп. информация: Если кого интересуют современные направления стратегического менеджмента (после концепции позиционирования М. Портера) - ресурсная концепция и концепция динамических способностей - могу выложить соответсвующую основную литературу.


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The amount of natural and legal protection afforded the innovation by the circumstances prevailing in the market); (2) the nature of the complementary assets (cospecialized or otherwise) that an innovating enterprise possessed; (3) the relative positioning of innovator and potential imitators with respect to complementary assets; and (4) the phase of industry development (pre or post the emergence of a dominate design). The framework is prescriptive not only as to strategy but also as to outcomes.

It is apparent that cospecialization involves “lock-in” and is a particular form of complementarity that exists when technologies and other assets need to be part of a tightly integrated system to achieve the performance that customers want. Business success in such circumstances requires the coordination of R&D investment and alliance activity. The manner and timing with which such coordination needs to be accomplished is important to success (Teece, 1986a; Mitchell, 1991). Common ownership of the parts facilitates system-wide innovation and economic performance (Teece, 2000) and protects against opportunism (Williamson, 1975).

Many recommended strategies (such as cannibalizing profitable product lines and licensing your most advanced technology) call for the shedding of established capabilities, complementary assets, and/or administrative routines to reduce the intensity of decision-making biases. By jettisoning “dead” or dying assets, the enterprise is no longer shackled with an asset base that can be a crutch and provide a false sense of security, and sustain groups inside the enterprise that persist in torpedoing new initiatives.

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