Capability development - No path, response to competition: The cross-case of Google, Ericsson, Microsoft and Nokia

M. Rungi, A. Kolk

Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

3 Citations (Scopus)

Abstract

This study is about the capability portfolio development and how the market influences capability development in technology companies. New capabilities can be developed either a proactive way or adapting with the market changes. Alliances, which help in new product development, can co-evolve in a similar vein. This study extends prior findings to ICT industry context and identifies which way is longitudinally more appropriate. Findings are observed from the market emergence phase to the growth phase. As a result, capability development is more adaption with the market rather than proactive action.

Original languageEnglish
Title of host publication2012 IEEE International Conference on Industrial Engineering and Engineering Management, IEEM 2012
Pages689-693
Number of pages5
DOIs
Publication statusPublished - 2012
MoE publication typeA4 Article in a conference publication
EventIEEE International Conference on Industrial Engineering and Engineering Management - Hong Kong, China
Duration: 10 Dec 201213 Dec 2012

Conference

ConferenceIEEE International Conference on Industrial Engineering and Engineering Management
Abbreviated titleIEEM
CountryChina
CityHong Kong
Period10/12/201213/12/2012

Keywords

  • Dynamic capability
  • technology management

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