全球智库信息集成服务系统(G2TT): Multi-technology corporations: why they have distributed rather than distinctive core competencies.

G2TT

来源类型	Article
规范类型	其他
ISBN	2162-8564
ISSN	0008-1256
	Multi-technology corporations: why they have distributed rather than distinctive core competencies.
	Granstrand, Ove; Patel, Parimal; Pavitt, Keith
发表日期	1997-01
出处	California Management Review
出版者	University of California Press
出版年	1997
页码	Aug-25
语种	英语
摘要	Technological diversity in corporations is a driving force behind four major features of contemporary business: corporate growth; increasing R&D investment; increasing external linkage for new technologies by various means and opportunities to engage in technology-related new businesses. Corporate technological competencies are dispersed over a wider range of sectors than their production activities, and this range is increasing. Technologies are not the same as products arid must be dealt with differently. Increases in technological diversity in both companies and products challenge conventional wisdom and a number of widely accepted management concepts. This article challenges four of these notions: first, that for every company there exists a narrow set of core technological competencies on which the company should focus; second, that major new innovations are often associated with major "competence destruction;" third, that companies should not only downsize but disintegrate and out-source technological competencies just like production; and fourth, that companies should focus or specialize on a narrow set of core businesses. These notions do contain some truth, and they do apply in sonic companies in some periods of their life. However, as with any simple concept, they can be dangerous when carried to extremes
URL	http://sro.sussex.ac.uk/id/eprint/21572/
来源智库	Science Policy Research Unit (United Kingdom)
资源类型	智库出版物
条目标识符	http://119.78.100.153/handle/2XGU8XDN/466839
推荐引用方式 GB/T 7714	Granstrand, Ove,Patel, Parimal,Pavitt, Keith. Multi-technology corporations: why they have distributed rather than distinctive core competencies.. 1997.