Summary
Contents
Subject index
The global meltdown, the concomitant demise of legendary corporate behemoths, and the challenge of competing in a world marked by unprecedented complexities, volatility, discontinuities, and ambiguities, have pushed discussions on survival and excellence to the forefront. Towards the Next Orbit: A Corporate Odyssey brings forth ideas, experiences, studies, insights, and suggestions from renowned theoreticians and practitioners towards changing and succeeding in a new world.
The first part of the book comprises rich conceptual papers and research-based empirical papers written primarily by thought leaders from all over the world. The second part comprises dialogs with persons who are well known in the business landscape as “change masters.” The chapters discuss cutting-edge ideas in the areas of corporate behavior, positioning, growth, leadership, employee relations, and so on.
Together, the articles and interviews will help readers develop perspective, cognitive framework, behavioral repertoire, and portfolio of practices for making the transition from simply functioning to achieving excellence.
Architectural Innovation and SAIL's Strategic Response
Architectural Innovation and SAIL's Strategic Response
Introduction
The present work draws its inspiration from the seminal work on Architectural Innovation by Henderson and Clark (1990). While revisiting that work we felt that contextuality may have overtly influenced the concept development. To elaborate, the semi-conductor photolithographic alignment equipment industry was characterized by small players. This meant that the players were not characterized by adequate resources to sustain successive rounds of creative destruction (Schumpeter, 1950). Thus financial resource constraints, leading to inadequate R&D manpower, more than organizational inertia, may have forced firms to conform to dominant design (Utterback and Abernathy, 1975).
Second, the industry chosen, operated under a dynamic environment with four waves of architectural innovations hitting it in about two decades. ...
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