How the Incumbent Can Win: Managing Technological Transitions in the Semiconductor Industry
Published Online:1 Feb 2000https://doi.org/10.1287/mnsc.46.2.169.11922
References
- Behind the learning curve: A sketch of the learning process. Management Sci. (1991) 37(3):267–281Link, Google Scholar
- Notes on the Synthesis of Form (1964) (Harvard University Press, Cambridge, MA) Google Scholar
- Managing the Flow of Technology (1977) (MIT Press, Cambridge, MA) Google Scholar
- The influence of communication technologies on organizational structure. Comm. Res. (1987) 14:575–578Crossref, Google Scholar
- Top management teams: Preparing for the revolution. Social Psychology in Business Organization (1989) (Earlbaum, Hillsdale, NJ) Google Scholar
- Bridging the boundary: External process and performance in organizational teams. Admin. Sci. Quart. (1992) 37:634–665Crossref, Google Scholar
- Technological discontinuities and dominant designs: A cyclical model of technological change. Admin. Sci. Quart. (1990) 35:604–633Crossref, Google Scholar
- Organizational Learning (1978) (Addison-Wesley, Reading, MA) Google Scholar
- . The Innovator's Dilemma (1997) (HBS Press, Boston, MA) Google Scholar
- . Explaining the attacker's advantage: Technological paradigms, organizational dynamics, and the value network. Res. Policy (1995) 24:233–257Crossref, Google Scholar
- The interaction of design hierarchies and market concepts in technological evolution. Res. Policy (1985) 14:235–251Crossref, Google Scholar
- Product Development Performance (1991) (Harvard Business School Press, Boston, MA) Google Scholar
- The transfer of technology from research to development. Res. Management (1979) 11–17Google Scholar
- , Barnes B., Edge D. Tacit knowledge in scientific networks. Science in Context: Readings in the Sociology of Science (1982) (MIT Press, Cambridge, MA) Google Scholar
- A process model for industrial new product development. IEEE Trans. Eng. Management (1983) EM30(1Crossref, Google Scholar
- Towards a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9:284–295Crossref, Google Scholar
- The adoption of radical and incremental innovations: An empirical analysis. Management Sci. (1986) 32(11):1422–1433Link, Google Scholar
- Understanding new markets for new products. Strategic Management J. (1990) 11:59–78Crossref, Google Scholar
- Accelerating adaptive processes: Product innovation in the global computer industry. Admin. Sci. Quart. (1995) Crossref, Google Scholar
- Organizational strategy and structural differences for radical vs. incremental innovation. Management Sci. (1984) 30(6):682–695Link, Google Scholar
- Structural inertia and organizational change. Amer. Sociological Rev. (1984) 49:149–164Crossref, Google Scholar
- The evolution of integrative capability: Innovation in cardiovascular drug discovery. Indust. Corporate Change (1994) 3(3):607–630Crossref, Google Scholar
- Of lifecycles real and imaginary: The unexpected old age of optical lithography. Res. Policy (1995) 24:631–643Crossref, Google Scholar
- Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35:9–30Crossref, Google Scholar
- Technology integration: Managing the interaction between applied science and product development. Res. Policy (1995) 24:521–524Crossref, Google Scholar
- Technology Integration: Making Critical Choices in a Dynamic World (1997) (Harvard Business School Press, Boston, MA) Google Scholar
- Integration and dynamic capability: Evidence from product development in automobiles and mainframe computers. Indust. Corporate Change (1994) 3:557–605Crossref, Google Scholar
- Technological evolution, system architecture and the obsolescence of firm capabilities. Indust. Corporate Change (1995) 4(2):333–361Crossref, Google Scholar
- From physics to function. J. Prod Innovation Management (1998) Google Scholar
- The effects of group longevity on project communication and performance. Admin. Sci. Quart. (1982) 27:81–104Crossref, Google Scholar
- Project performance and the locus of influence in the R&D matrix. Acad. Management J. (1985) Google Scholar
- Predictors of the performance of project groups in R&D organizations. Acad. Management J. (1986) 29(4):715–726Crossref, Google Scholar
- Managerial response to changing environments: Perspectives on problem sensing from social cognition. Admin. Sci. Quart. (1982) 27:548–570Crossref, Google Scholar
- An organizational learning model of convergence and reorientation. Organ. Sci. (1992) 3(1):47–71Link, Google Scholar
- Implementation as mutual adaptation of technology and organization. Res. Policy (1988) 17:251–267Crossref, Google Scholar
- Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–125Crossref, Google Scholar
- Organizational learning. Stanford University Ann. Rev. (1988) 14:319–340Google Scholar
- The role of executive team actions in shaping dominant designs: Towards the strategic shaping of technological progress. Strategic Management J. (1992) 13:137–161Crossref, Google Scholar
- . An evolutionary theory of economic change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
- The Development Factory (1996) (Harvard Business School Press, Boston, MA) Google Scholar
- Inside the Black Box: Technology and Economics (1982) (Cambridge University Press, New York) Google Scholar
- Project hindsight. Science (1967) 156:1571–1577Crossref, Google Scholar
- Rationality as process and as product of thought. Amer. Econom. Rev. (1978) 69(4):1–16Google Scholar
- Dynamic capabilities and strategic management. Indust. Corporate Change (1994) Google Scholar
- Managing experimentation in the design of new products and processes. Management Sci. (1998a) 44(6):743–762Link, Google Scholar
- Modes of experimentation: An innovation process and competitive variable. Res. Policy (1998b) 27:315–332Crossref, Google Scholar
- Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31:439–465Crossref, Google Scholar
- Organizational evolution: A metamorphosis model of convergence and reorientation. Res. Organ. Behavior (1985) 7:171–222Google Scholar
- Winning Through Innovation (1997) (Harvard Business School Press, Boston, MA) Crossref, Google Scholar
- Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organ. Sci. (1994) 5:98–118Link, Google Scholar
- Mastering the Dynamics of Innovation (1994) (Harvard Business School Press, Boston, MA) Google Scholar
- Executive succession and organization outcomes in turbulent environments: An organization learning approach. Organ. Sci. (1992) 3(1):72–91Link, Google Scholar
- Task partitioning: An innovation process variable. Res. Policy (1990) 19:407–418Crossref, Google Scholar
- The impact of “sticky data” on innovation and problem solving. Management Sci. (1994) 40(4):429–439Link, Google Scholar
- How “learning by doing” is done: Problem identification in novel process equipment. Res. Policy (1995) 24:1–12Crossref, Google Scholar
- Institutional diversity and modes of organization for advanced technology development: Evidence from the global semiconductor industry (1996) . Ph.D. Thesis, Harvard Business School, Boston, MAGoogle Scholar
- Revolutionizing Product Development (1992) (The Free Press, New York) Google Scholar

