A dynamic perspective on the impact of process innovation upon competitive strategies

A dynamic perspective on the impact of process innovation upon competitive strategies The paper lays the foundation for building a dynamic theory of the impact of process innovation upon competitive strategies. An innovation is tracked over two and a half decades to observe changing patterns in competition resulting from ongoing innovation development, emerging complementary technologies, and expanding use. The study finds that the innovation created competitive opportunities and threats for both firms that adopted it and those that did not. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

A dynamic perspective on the impact of process innovation upon competitive strategies

Strategic Management Journal, Volume 11 (1) – Jan 1, 1990

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Publisher
Wiley
Copyright
Copyright © 1990 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
D.O.I.
10.1002/smj.4250110103
Publisher site
See Article on Publisher Site

Abstract

The paper lays the foundation for building a dynamic theory of the impact of process innovation upon competitive strategies. An innovation is tracked over two and a half decades to observe changing patterns in competition resulting from ongoing innovation development, emerging complementary technologies, and expanding use. The study finds that the innovation created competitive opportunities and threats for both firms that adopted it and those that did not.

Journal

Strategic Management JournalWiley

Published: Jan 1, 1990

References

  • Performance differences among strategic group members
    Cool, Cool; Schendel, Schendel
  • An application of clustering in strategic group analysis
    Harrigan, Harrigan
  • The strategic advantage of new manufacturing technology for small firms
    Meredith, Meredith
  • A taxonomy of technological settings, with related strategies and performance levels
    Miller, Miller

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