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Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development

文献名称 Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development
文献作者 Dororthy Leonard-Barton
作者所在单位 Graduate School of Business Administration, Harvard University,
文献分类 已发表文献
学科一级分类 管理
学科二级分类 管理学
文献摘要 This paper examines the nature of the core capabilities of a firm, focusing in
particular on their interaction with new product and process development projects.
Two new concepts about core capabilities are explored here. First, while core
capabilities are traditionally treated as clusters of distinct technical systems,
skills, and managerial systems, these dimensions of capabilities are deeply
rooted in values, which constitute an often overlooked but critical fourth dimension.
Second, traditional core capabilities have a down side that
inhibits innovation, here called core rigidities. Managers of new product and process
development projects thus face a paradox: how to take advantage of core capabilities
without being hampered by their dysfunctional flip side. Such projects play an
important role in emerging strategies by highlighting the need for change and
leading the way. Twenty case studies of new product and process development
projects in five firms provide illustrative data.
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关键字 Core capabilities, innovation, new product development
发表所在刊物(或来源) Strategic Management Journal, Vol. 13, Special Issue: Strategy Process: Managing Corporate Self-Renewal (Summer, 1992), 111-125.
发表时间 Summer, 1992
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