Karteikarten
TIS
Karten in diesem Stapel (35)
- 1complementary assetsresources that help funnel technologies and innovations to the market place
- 2core competencesharmonized combination of multiple resources and skills that distinguish a firm in the marketplace, have to : provide potential access to a wide variety of markets, augment the perceived customer benefits, difficult to imitate
- 3social normsregular behavioural patterns, informal rules that group adopt to regulate and regularize group members behaviour , " behavioural standards "
- 4technologyregards machineries, tools, and knowledge that are embedded in products and services (product technology) and machineries, tools, and knowledge that mediate between inputs and outputs (process technology). (Rosenberg, 1972)
- 5counterfeitinginfringement of a trademark , can be trademark counterfeiting or design counterfeiting ( for look alike products)
- 6design piracyunauthorized reproduction of products protected by property rights but with no infringement of a trademark
- 7Adoption curve (Roger 1961)people tend to adopt new tech at varying rates. relative speed of adoption can be plotted as a normal distribution. innovators, early adopters, early majority, late majority, laggards. the differentiator is the individual's psychological disposition to new ideas
- 8Chasm (Moore 1986)in "Crossing the Chasm" he say there is a chasm between visionaries ( early adopters ) and pragmatists ( early majority ), for companies is crucial to pass the chasm because here tech might disappear
- 9Network Externalities ( demand-side economies of scale )is the effect that one user of a good has on the value of that product to other people , when there is this effect the value of a product increases as more people use it es fax, connected to metcalfe law
- 10Complementor (demand side )a complementor if customers value your product more when have other players' product then when they have just yours
- 11Complementor (supply side)a complementor if it's more attractive for a supplier to provide resources to you when is also supplying other player then when is supplying you alone
- 12Chicken-Egg problemwhen your value proposition to two separate groups is dependent on penetration in the other ( es E-Harmony man and women), is about how to generate the "network effect" when you don't have neither of the 2 types on stakeholder on board.
- 13Design- driven innovationchanging the rules of competition by radically innovating what things mean
es Alessi or WII , they changed the interpretation of the object ( WII changed the interpretation of the videogame ) he symbolic and aesthetic dimensions of the design impact so differently in a consumer that that innovation change the meaning of the category of the product. - 14competence enhancingpresents new ways to enhance productivity based on previous knowledge
- 15competence destroyingrenders current know-how obsolete and poses a threat it. A competence destroying innovation is often faced with resistance amongst firms and is a big threat for dominant firms.
- 16Core rigiditiescore competences can transform into c.r due to overreliance on any competitive advantage for too long. Gilbert identifies resource rigidity ( willingess to commit resources ) and process rigidity ( immobility in changing behavioural patterns )
- 17Innovator's Dilemmacompanies can put too much emphasis on customers' current needs and fail to adopt new tech or business models that will meet their customers' future needs
- 18Dynamic Capabilities (Teece)ability to interpret, build and reconfigure internal and external competences to address rapidly changing environments
- 19Disruptive tech (the flow )1. The innovation targets a different segments and underperforms on the attributes mainstream customers value
2. The mainstream market does not value the innovation’s particular package of performance attributes at the time of product introduction
3. The innovation is simpler and cheaper than the existing products
4. Over time further developments improve the innovation’s performance on the attributes mainstream customers value to attract more of these customers
5. The investment of the one who introduce the innovation on traditional performance parameters also enhance the performance of the technology on the core market - 20Ambidexterity (O’Reilly, Tushman 2008)The ability of a firm to simultaneously explore and exploit.
An ambidextrous organization is capable of simultaneously exploiting existing competencies and exploring new opportunities. - 21Exploration (pre-empt the future)increase knowledge base. Done through search, experimentation, discovery, variation, risks taking → to build the future. (Actions: capturing future trends, developing future competences)
- 22Exploitation (master the present)reuse of existing knowledge. Refinement, implementation, to make profit from the existing business → to build on the present. (Actions: monitoring the current business, leveraging existing competences)
- 23Corporate entrepreneurshipthe corporation should shift from a managerial approach to innovation to an entrepreneurial one, means to become more flexible and dynamic in order to adapt to environmental changes
- 24how to perform corporate entrepreneurship?-corporate venture capital
-business development
-individual ambidexterity - 25InnomediationTo fully exploit the Internet as an enabler of innovation, companies need to complement their direct channels of customer interaction with indirect, or mediated, interactions. Those points of contact can be carried out by third parties that function as “knowledge brokers”, helping companies to overcome the gaps in knowledge about customers that impede innovation. We call this process of mediated innovation “innomediation” and the third-party actors who facilitate it “innomediaries.”
- 26DiscontinuityDiscontinuity is competence-enhancing, competence-destroying, creates an exogenous shock in the industry, given by the fact that you have a radical innovation once in a while.Whereas disruption is a phenomenon that not necessarily occurs, but that sometimes occurs, in which an innovation, which is not competence-destroying (i.e. can be only an architectural innovation which does not create a radical change) creates a demand effect that causes this product to be the preferred one by the core market, and this is the reason why the incumbent has to intervene to avoid that the competitor becomes bigger and bigger.
- 27Corporate Venture Capitalto invest in companies or businesses so that they can help in fostering innovation ( by diversifying risk)
- 28Business Developmentto create a unit inside the company but structurally separated with the purpose to create new businesses
- 29Individual Ambidexterityindividual employees might be called to make choices between alignment- oriented and adaptation-oriented activities in the context of their day to day work
- 30Dominant DesignDominant design is a technology management concept introduced by Utterback and Abernathy in 1975, identifying key technological features that become a de facto standard. A dominant design is the one that wins the loyalty of the marketplace, the one that competitors and innovators must adhere to if they hope to command significant market following.
------ “The concept that defines how the components of the product interact or relate to each other”------ - 31User Innovation (Von Hippel 1988 )innovation developed by consumers and end users rather than manufacturers
- 32Lead Users• Lead users face needs that will be general in the marketplace months or years before the bulk of that marketplace encounters them
• Lead users are positioned to benefit significantly by obtaining a solution to those needs
• LUs are:
• Creators of their own solutions;
• Individual or Organizations;
• At the leading edge of our target market or ahead of LUs in our target market. - 33Open Innovation (Chesbrough, 2003)is a paradigm that assumes that firms can and should use inflows and outflow of knowledge to accelerate internal innovation; firms can and should use external ideas as well as internal ideas, and internal and external paths to market
- 34Open SourceOpen source
In production and development, open source as a development model promotes a universal access via a free license to a product's design or blueprint, and universal redistribution of that design or blueprint, including subsequent improvements to it by anyone. - 35Copyleftis the practice of using copyright law to offer the right to distribute copies and modified versions of a work and requiring that the same rights be preserved in modified versions of the work. In other words, copyleft is a general method for making a creative work as freely available to be modified, and requiring all modified and extended versions of the creative work to be free as well
In general, copyright law is used by an author to prohibit recipients from reproducing, adapting, or distributing copies of the work. In contrast, under copyleft, an author may give every person who receives a copy of a work permission to reproduce, adapt or distribute it and require that any resulting copies or adaptations are also bound by the same licensing agreement.
Informationen
- Beschreibung
- Karteikarten am TIS, erstellt von Monica Ornati am 15/12/2015.
- Erstellt von
- Monica Ornati
- Aufrufe
- 1
- Tags
- Bewertung