Transformative capacity: Continual structuring by intertemporal technology transfer

Transformative capacity: Continual structuring by intertemporal technology transfer The ability to maintain internally developed technology over time is important for corporate vitality. We label this ability transformative capacity and suggest that it depends on how well a firm accomplishes three tasks, These tasks are: the choice of technologies, their maintenance over time, and their reactivation and synthesis when required. To establish the need for transformative capacity, we first discuss time lags in the development of technologies and markets to suggest that not all technologies developed by firms can be utilized immediately. We then examine dimensions of technological knowledge that affect knowledge transfer over time. Next, we build on the resource‐based view of the firm to discuss how firms can create transformative capacity. The concluding discussion focuses on the implications of transformative capacity for the analysis and management of technological investments as a way to maintain corporate vitality. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Transformative capacity: Continual structuring by intertemporal technology transfer

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Publisher
Wiley
Copyright
Copyright © 1994 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/smj.4250150504
Publisher site
See Article on Publisher Site

Abstract

The ability to maintain internally developed technology over time is important for corporate vitality. We label this ability transformative capacity and suggest that it depends on how well a firm accomplishes three tasks, These tasks are: the choice of technologies, their maintenance over time, and their reactivation and synthesis when required. To establish the need for transformative capacity, we first discuss time lags in the development of technologies and markets to suggest that not all technologies developed by firms can be utilized immediately. We then examine dimensions of technological knowledge that affect knowledge transfer over time. Next, we build on the resource‐based view of the firm to discuss how firms can create transformative capacity. The concluding discussion focuses on the implications of transformative capacity for the analysis and management of technological investments as a way to maintain corporate vitality.

Journal

Strategic Management JournalWiley

Published: Jun 1, 1994

References

  • Chief executive scanning, environmental characteristics, and company performance: An empirical study
    Daft, Daft; Sormunen, Sormunen; Parks, Parks
  • Triggers, templates and twitches in the tracking of emerging strategic issues
    El Sawy, El Sawy; Pauchant, Pauchant
  • The simple economics of basic scientific research
    Nelson, Nelson
  • Power plays: Regulation, diversification, and backward integration in the electric utility industry
    Russo, Russo
  • Competitive strategy under uncertainty
    Wernerfelt, Wernerfelt; Karnani, Karnani

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