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Strategic Management

Spring Semester 2017, Lecture by Dr. Stephan Herting, D-MTEC, ETH Zurich

Spring Semester 2017, Lecture by Dr. Stephan Herting, D-MTEC, ETH Zurich

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Cartes-fiches 52
Langue Deutsch
Catégorie Gestion d'entreprise
Niveau Université
Crée / Actualisé 22.05.2017 / 14.06.2018
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The SECI Model of Knowledge Creation

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  • Tacit to Tacit (Socialization): Social interaction as tacit to tacit knowledge transfer, sharing tacit knowledge face-to-face or through experiences.
  • Tacit to Explicit (Externalization): concepts, images, and written documents can support this kind of interaction. When tacit knowledge is made explicit, knowledge is crystallized, thus allowing it to be shared by others, and it becomes the basis of new knowledge.
  • Explicit to Explicit (Combination): Combination (organizing, integrating knowledge), combining different types of explicit knowledge, for example building prototypes
  • Explicit to Tacit (Internalization): knowledge receiving and application by an individual, enclosed by learning by doing

Knowledge can be...

individual <=> social

explicit <=> tacit.

Knowledge of a firm and how it is related to economic performance.

Combinative capabiliteis => value: The use andcombination of existingknowledge in order toinnovate

Integrative capabilities => cost: The integration ofspecialized knowledgealong the productionprocess

Protective capabilities => returns appropriation: The protection of thefirm’s knowledge, eg. Patents or Golden Handcuffs

=> economic performance

Limits of economy of sclae as entry barrier

  • Trade-off with other potentially valuable barriers (eg. product differentiation)
  • Technological change may penalize the large-scale fimr if their produciion is more specialized
  • Commitment to achiev ecnomies of sclae by using existing technology may prevent investments in new technologies

Limits to experience as entry barrier

  • The barrier can be nullfiled with new technologies and experience curves
  • Pursuit of low cost through experience may involve trade-offs with other barriers (eg. product differentiation)
  • If more than one fiirm erects entry barriers through experience curve, the consequences for one or more of them can be fatal
  • Aggressive pursuit of cost declines through experience may draw attention away from market developments

Name typical entry barrieres

  • Economies of scale
  • Product differentiation
  • Capital requirements
  • Switching costs
  • Distribution channels
  • Cost disadvantage
  • Government policies

Name examples of mobility barriers to switch from one strategic group to another.

  • Cost of strategic change
  • Organizational inertia
  • Uncertain replication of strategic initiatives
  • Difficulty of imitating intangible assets

Describe Utterbacks 3-Phases of Innovation Model

Phase 1: fluid pattern, high rate of innovation for products

Phase 2: transitional pattern: maximum for process innovation, rapid decline of product innovation

Phase 3: specific pattern

Characteristics of the private innovation model:

Private model:

  • Innovation supported by private investments and private return appropriation

  • Innovation encouraged through intellectual property protection

  • Free-revealing and uncompensated knowledge spill-over reduce innovators profits

  • Monopoly control granted to innovators represents a loss to society relative to free use by all of knowledge created

=> Property rights are important!

Characteristics of the collective innovation model

Collective model

  • Provision for public goods (non-excludable and non-rival)

  • Innovation encouraged through monetary, reputational or other subsidy

  • Free rider problem a threat to continuous innovation

  • Innovator relinquish control of knowledge produced, avoids social loss problem

Characteristics of private-collective (compound) model

Compound or private-collective model:

  • Developers use private resources to privately invest in innovation and they reveal the innovation

  • Innovation encouraged by private use and collective improvement

  • Free rider problem mediated by private rewards from collective innovation

  • Innovator relinquish control of knowledge produced, avoids social loss problem

  • Benefits from network effects not available to free riders:

    • Innovators gain private benefits due to free revealing if and as such free revealing causes innovations to be diffused widely

    • Private benefits from community participation not available to free riders

How are the three knowledge capabilities related to performance?

  • combinative capabilities (creating) → value
    Through combining information and knowledge, market opportunities can be catched up which generates value (innovation)

  • integrative capabilities (transferring) → cost
    Productions needs coordinate efforts of specialists, efficiency is achieved by effective integration while minimizing knowledge transfer through cross-learning by organisational members. Transferring knowledge is not an efficient approach.

    • Rules and directives regulation communications between experts

    • Sequencing

    • Routines

    • Group problem solving and decisions making routines

  • protective capabilities (managing) → returns appropriation
    Protection of the firm’s knowledge
    Against imitation: IP (patents, copyright, trade secrets
    Incentive alignment
    Employment
    Reordering rewards (golden handcuffs)

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