17 research outputs found
From Acting What’s next to Speeding Trap: Co-Evolutionary Dynamics of an Emerging Technology-Leader
JEL Classifications: O33, O53, L63[[abstract]]How does technological innovation emerge and evolve? We approach such an inquiry by synthesizing the perspectives of dynamic capabilities and co-evolutionary dynamics to portray organizational routines and multi-phase strategic renewals of an emerging technology-leader. To untangle the emergence of technological innovation, we conducted a longitudinal case study on the first and the largest dedicated semiconductor foundry, TSMC, located in the emerging economy of Taiwan. The firm-case of TSMC illustrates two unique co-evolutionary paths, that is, transforming from industry-latecomer to technology-leader and from process innovation to product innovation. We found multi-motor co-evolutionary dynamics between TSMC and the semiconductor industry, where its co-evolutionary mechanism of managed selection in its creating phase of mature process-innovation (1987-1998) has migrated to hierarchical renewal in its extending phase of advanced process-innovation (1999-2001), and then to holistic renewal in its modifying phase of product-innovation (2002-2007). During such paths, our research discovered a unique type of organizational routines, acting what’s next because TSMC has proactively searched for potential problems sooner than its competitors. However, such routines, although driving technological innovation, also lead to a unique type of success-trap, that is, speeding trap. When an emerging technology-leader fundamentally changes the industrial structures to over-specs, the growth driven by technology speeding may trap such a leader in a loop of over-exploration.[[sponsorship]]The authors are grateful to the research grant from the National Science Council (NSC) in Taiwan. The earlier manuscript of this paper was presented at the 2009 Annual Meeting of Academy of International Business (AIB) in San Diego, USA.[[notice]]補正完畢[[journaltype]]國外[[ispeerreviewed]]Y[[booktype]]紙本[[booktype]]電子版[[countrycodes]]CA
Location and the multinational enterprise: John Dunning's thoughts on receiving the Journal of International Business Studies 2008 Decade Award
A retrospective by John H. Dunning on location and the MNE, written in the form of responses to questions posed by Rajneesh Narula in an interview recorded at the University of Reading which was shown at the JIBS Decade Award session at the AIB annual meetings in Milan, June 2008. Journal of International Business Studies (2009) 40, 20–34. doi:10.1057/jibs.2008.75
Global gatekeeping, representation, and network structure: a longitudinal analysis of regional and global knowledge-diffusion networks
This paper argues that structural characteristics of knowledge-diffusion networks, such as density levels, centralization levels, and the presence of global knowledge brokers, contribute to the emergence of dominant designs and the competitiveness of countries' firms and industries. It further suggests that national institutional structures and firm-specific attributes influence the development of these knowledge-diffusion networks. Six propositions, developed from examination of one industry's networks and previous scholarly literature, specify these arguments. Journal of International Business Studies (2003) 34, 428–442. doi:10.1057/palgrave.jibs.8400039