International Journal of Innovation Management Vol. 5‚ No. 3 (September 2001) pp. 377–400 © Imperial College Press DEVELOPING INNOVATION CAPABILITY IN ORGANISATIONS: A DYNAMIC CAPABILITIES APPROACH BENN LAWSON Department of Accounting‚ The University of Melbourne Victoria‚ 3010‚ Australia e-mail: blawson@unimelb.edu.au DANNY SAMSON Department of Management‚ The University of Melbourne Victoria‚ 3010‚ Australia e-mail: d.samson@unimelb.edu.au Received 1 February 2001 Revised 18
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Café-X In Search of Strategy: Nestlé’s New Espresso Maker 1 In 1986‚ the Swiss giant Nestlé introduced a new type of espresso machine in the Swiss market. It represented one of the most innovative new products developed by its R&D department. Through the use of coffee capsules‚ the patented system combined the taste of real espresso coffee with convenience and ease of use. However‚ despite an enthusiastic reception from connoisseur coffee drinkers and very promising market research‚ the first few
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K. Prahalad‚ The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits‚ Wharton School Publishing‚ Philadelphia (2005); J 308e325 (2010). 4. P. Drucker‚ The Practice of Management‚ Harper and Row Publishers‚ New York (1954); C. Markides‚ Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules‚ Jossey-Bass‚ San Francisco (2008); J. Magretta‚ Why Business Models Matter‚ Harvard Business Review 86e92‚ (May 2002) A Google search of ‘Business
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Business Review January–February: 83–93. Kumar N‚ Rogers B (2000) easyJet: The Web’s Favorite Airline. European Case Clearing House. Lawton T (2002) Cleared for Take-Off: Structure and Strategy in the Low Fare Airline Business. Aldershot: Ashgate. Markides C (1997) Strategic innovation. Sloan Management Review 38(1): 9–23. APPROACHES TO STRATEGY INNOVATION Prahalad CK‚ Hamel G (1990) The core competence of the corporation. Harvard Business Review 68(3): 79–91. Sanchez R (2003) Analyzing internal and
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School Press，1997． [2]D Aveni，Richard A Hypercompetition：Managing the Dynamics of strategic maneuvering[M]．Free Press，1994． [3] Christensen C M‚ Anthony S D‚ Roth E A. Seeing what ’s next[M]. Audio-Tech Business Book Summaries‚ Incorporated‚ 2004. [4] Markides C. Disruptive innovation: In need of better theory*[J]. Journal of product innovation management‚ 2006‚ 23(1): 19-25. [5] Ye X. Microblog——Innovation Applications Changing the World [J][C]//Forum on Science and Technology in China. 2012‚ 8: 006.
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Journal of Business Research 58 (2005) 726 – 735 The entrepreneur’s business model: toward a unified perspective Michael Morrisa‚*‚ Minet Schindehutteb‚ Jeffrey Allenc a Witting Chair in Entrepreneurship‚ Syracuse University‚ Syracuse‚ NY 13244‚ USA b Miami University‚ Oxford‚ OH 45056‚ USA c University of Central Florida‚ Orlando‚ FL 32816‚ USA Received 29 September 2002; accepted 6 November 2003 Abstract Highly emphasized in entrepreneurial practice‚ business models have received limited
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Diversify on core to sustain competitive advantage Introduction Company urges invest in something new to achieve advantage to develop their business. However with technology improving and market becoming mutual the “pie” seems not big enough for such increasing amount of investors. Many fail to gain economies of scale. Moreover‚ in the current market company is in the competition also turns to be fiercer. An excessive investment to unrelated and “hot” may compel company neglect their existing
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References: "Alternative Content." HDI Map. Measure of America‚ A Project of the Social Science Research Council‚ 2008. Web. 29 Oct. 2012. <http://measureofamerica.org/maps/>. Black‚ S. ‚ Ray‚ L. ‚ & Markides‚ K. (1999). The prevalence and health burden of self-reported diabetes in older mexican americans: Findings from the hispanic established populations Poor and Underserved 15.4 (2004): 576-88. Print. Deshpande‚ A. ‚ Harris-Hayes‚ M. ‚ & Schootman
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UNIT 9 Objectives GROWTH STRATEGIES-I Growth Strategies-I The objectives of this unit are to: l l l acquaint you with the concept of corporate strategy; familiarize you with the various generic corporate strategies; explain the nature‚ scope and approaches to implementation of stability and growth strategies; and finally discuss the rationale for adopting these strategies. l Structure 9.1 9.2 9.3 9.4 9.5 9.6 9.7 9.8 9.9 9.10 9.11 Introduction Nature and Scope of Corporate Strategies
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Diversification Strategies in the Global Retailing Industry: Essays on the Dimensions and Performance Implications DISSERTATION of the University of St. Gallen‚ School of Management‚ Economics‚ Law‚ Social Sciences and International Affairs to obtain the title of Doctor of Philosophy in Management submitted by Timo Sohl from Germany Approved on the application of Prof. Dr. Thomas Rudolph and Prof. Dr. Günter Müller-Stewens Dissertation no. 3987 Difo-Druck GmbH‚ Bamberg 2012
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