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MANAGING ORGANISATIONAL KNOWLEDGE, image, image - Coggle Diagram
MANAGING ORGANISATIONAL KNOWLEDGE
TECHNOLOGY TRAJECTORIES
Knowledge Acquisition
Absorptive Capacity
acquire and utilize
Resource-Based Perspective (RBP)
Firms differ based on
How
manage resources
exploit resources
Developing firm-specific competencies
Competencies
Ability to convert knowledge and technology into products customers want
value-creating activities
Create profit based on the level of protection
it has over these assets and the imitability
:
Core Competencies Metaphor
Roots: Core competencies (foundational skills)
Trunk: Core products (developed from competencies)
Branches: Business units (diverse divisions)
Flowers/Leaves/Fruit: Final products
iPhone Division: Focuses on smartphone sales and drives the majority of revenue
Mac Division: Produces laptops and desktops and emphasizes performance and design
iOS
Hardware-software integration
Strong ecosystem
macOS
Innovation and design
:check:
Software synergy
Customer experience and support
Ecosystem integration
Dynamic competence
Dynamic Competence-Based Theory of the Firm
External Environment: Constantly changing
Internal Environment: Continuously evolving
Enable innovation
‘
reconfigurations
’
DEVELOPING INNOVATION STRATEGIES
Leader/offensive
Technology Monopoly
Ensure that the product is launched into the market before
the competition
First iPod in 2001
Dominant position in the portable music player market
Pricing Strategy
Price-skimming: High initial prices
Initially set high prices
Over time, they gradually reduce the prices
Willing to pay a premium for the latest technology
Penetration
market share
highly focused
R&D and Marketing
substantial marketing resources
to promote new product
Customer Education
Fast follower/defensive
Improved versions of original product
lower cost
different design
additional features
Agility requirements
Manufacturing
Design and development
respond quickly to those companies that are first into
the market
Xiaomi Mi Smart Speaker
Introduced after Alexa and Google Home smart speaker
Marketing
No in-house R&D
Slow response due to learning curve
Cost minimisation/imitative
Low-cost producer.
Success dependent on achieving production scale
require
capabilities in production and
process engineering
exceptional skills
Technology Licensing
Advantages in Developing Economies
Lower labor costs
Products at lower prices
foothold in a market
Market segmentation specialist/traditional
Meeting specific requirements
segment
niche
customers who prioritize animal rights, sustainability, and ethical fashion.
Promotion by highlighting stability or absence of change
changes in its formula or production process are typically avoided
TECHNOLOGY DEVELOPMENT AND EFFORT REQUIRED
Innovation Adoption Lifecycle
Describes the process of how new technologies are adopted over time.
Product Life Cycle (PLC)
Go through phases—introduction, growth, maturity, and decline
Impact innovation and market strategy.
Technology Life Cycle and S-Curves
Initial growth
Rapid development
Creative Destruction
Replaces old technologies and processes with new, more efficient ones
Decline as limits
Industry Life Cycle
New technology adoption by firms drives industry diffusion and sales growth
**Technology diffusion and adoption patterns influence firm growth and market dynamics.
Competition and Innovation
Technological advancements lead to competition
Radical vs incremental
Impacts on market structure and existing products
ORGANIZATION INNOVATION, COMPETITION AND
FURTHER INNOVATION
Innovation's life cycle
Fluid
Explosion of different designs
Era of radical product innovation
Transitional
Standardization of design
Emergence of process innovation
Specific phase
Contraction of competitors
Era of incremental innovation
2 more items...
1990
1980
1970
1960
Types of Innovations
Radical
and
Incremental
Dimensions
Knowledge and resourses involved
Internal
Incremental
Build on existing knowledge and resources
Enhance competencies
Radical
Requires new knowledge or resourcestext
Destroying existing competencies
Technological changes and impact on market competitiveness
External
Incremental
Modest technological changes
Existing products remain competitive
Radical
Significant technological advancements
Existing products become obsolete
Incremental
Strengthens existing capabilities
iPhone's camera
Enhances established organizations
Radical
Requires new questions
Utilizes new technical and commercial skills
Involves new problem-solving approaches
New Technology Integration
Changed how consumers interacted with mobile devices
First iPhone (Groundbreaking product that redefined what a smartphone could be)
Disruptive
Starts in low market, disrupts the mainstream
Traditional customer may not want
Gradual rise, changes market landscape
shifting to online streaming
eliminating the need for physical rentals
New Subscription Model
Process
Improves internal operations for efficiency
Reduces costs, increases productivity
Automation; AI
Business Model
Changes how value is created and delivered
New revenue models, like subscriptions
Watch videos without ads
Offline Access
Monthly subscription fee
emphasize heritage, consistency, and tradition
