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Dynamic coordination and creative de...

Chesbrough, Henry William.

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Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry./
Author:	Chesbrough, Henry William.
Description:	221 p.
Notes:	Source: Dissertation Abstracts International, Volume: 58-07, Section: A, page: 2736.
Contained By:	Dissertation Abstracts International58-07A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9803153
ISBN:	0591525836

Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry.
Chesbrough, Henry William.

Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry. - 221 p.

Source: Dissertation Abstracts International, Volume: 58-07, Section: A, page: 2736.

Thesis (Ph.D.)--University of California, Berkeley, 1997.

Technological change displaces incumbent firms in many industries. The extant literature in economics and organizational theory identify many reasons for this displacement. Incumbents encounter significant technical uncertainty as a result of innovation. Incumbents' incentives can motivate them to protect existing assets, at the expense of aggressively pursuing a new technology. Internal decision processes within firms can also steer resources toward existing customers and markets, and away from potential future customers and markets.

ISBN: 0591525836Subjects--Topical Terms:

626628
Business Administration, Management.

Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry.
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100 1 $a Chesbrough, Henry William. $3 779316
245 1 0 $a Dynamic coordination and creative destruction: A comparative analysis of incumbent success and failure in the worldwide hard disk drive industry.
300 $a 221 p.
500 $a Source: Dissertation Abstracts International, Volume: 58-07, Section: A, page: 2736.
500 $a Chair: David J. Teece.
502 $a Thesis (Ph.D.)--University of California, Berkeley, 1997.
520 $a Technological change displaces incumbent firms in many industries. The extant literature in economics and organizational theory identify many reasons for this displacement. Incumbents encounter significant technical uncertainty as a result of innovation. Incumbents' incentives can motivate them to protect existing assets, at the expense of aggressively pursuing a new technology. Internal decision processes within firms can also steer resources toward existing customers and markets, and away from potential future customers and markets.
520 $a A comparative perspective of incumbent experience, though, reveals that there is more to the story. Incumbents in different countries have a harder or easier time adapting to the challenges of innovation, even in the same industry. For example, US incumbent firms in the hard disk drive industry have repeatedly stumbled when a new generation of technology came into the industry. Yet Japanese firms in the same industry progress steadily from one generation of technology to the next.
520 $a While there are numerous potential reasons for this disparity, this dissertation isolates three particular institutional factors that differ between countries that can explain this comparative finding: the fluidity or immobility of technical labor, the prevalence and structure of venture capital, and the character of buyer-supplier relationships across industries in that country.
520 $a Three empirical chapters follow from this perspective. The first study uses a population dataset of all firms in the hard disk drive industry to examine the disparity in incumbent displacement between US and Japan firms. It then tests an explanation for this disparity by examining differences in where newly entering firms enter the industry. US entrants are shown to enter at or near the technical frontier, while Japanese entrants enter behind that frontier. The second study examines the procurement practices of Japanese notebook manufacturers, and shows that Japanese notebook makers do not tie themselves to their affiliated supplier base, when those suppliers' capabilities lag those of leading US firms. The third study analyzes the ability of strategic alliances to adapt to unexpected events after they are formed. It documents differences in the duration of strategic alliances in the hard disk industry as a result of how those alliances are structured.
590 $a School code: 0028.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Business Administration, General. $3 1017457
650 4 $a Architecture. $3 523581
650 4 $a Economics, Commerce-Business. $3 626649
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710 2 0 $a University of California, Berkeley. $3 687832
773 0 $t Dissertation Abstracts International $g 58-07A.
790 1 0 $a Teece, David J., $e advisor
790 $a 0028
791 $a Ph.D.
792 $a 1997
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9803153