By Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)
Jorg Bensinger, a gaggle head of Audi corporation's R&D go away ment, were awaiting lengthy to discover an opportunity to promote his notion of a four-wheel force for passenger automobiles to 1 of the board mem bers. Favorable reports have been gathered in force assessments with the lItis, a jeep-like motor vehicle built to be used within the German military. The ex periences confirmed amazing functionality on icy roads and in snow. Bensinger's likelihood got here in February of 1977, whilst he might seek advice from Ferdinand Piech, then R&D vice chairman of Audi and a expertise buff. at present Audi wasn't particularly regarded as a tech nological chief within the public. know-how established strategies have been anticipated from Mercedes or Porsche via many shoppers. Piech, Ben singer, and others sensed that introducing the four-wheel force to passenger autos may perhaps start up a strategic switch. less than nice secrecy improvement paintings and prototype development have been commissioned. One trouble looked to be area standards for the gear-box. Hans Nedvidek, former race-track engineer within the Mercedes group, used to be assigned to the staff, and he constructed an creative technique to the matter. It took until eventually September of 1977 till different board mem bers have been trained, and after a few rallying the board chanced on a con sensus within the subsequent month to authorize additional improvement steps for a four-wheel force automobile. despite the fact that, Audi is a subsidiary of Volkswagen Corp. The accord of the a lot higher mom needed to be secured.
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Additional info for The Dynamics of Innovation: Strategic and Managerial Implications
The positions represent ideal types at prominent points on a continuum of knowledge dissemination and combinatorial knowledge use for product complexity. Some of the transitions between III and IV have already been described in more detail (Meyer 1994, p. , 164). Because of the technology-related vulnerability of every situation described, it cannot be expected that all firms or even business units will develop towards a single position, as is sometimes maintained. An overview of the destabilizing influences discussed here is given in Figure 3.
3 Knowledge spectrum Dissemination and complexity represent scales which span what we call a knowledge spectrum. Each scale can be divided into any desired level of fineness. Only four particularly prominent points on the scales are considered here. This makes it possible to keep the representation within manageable limits. The four positions shown by combining selected points on the two scales are dealt with in succession. These positions are illustrated in Figure 1. Widely disseminated IV III Monopolized I II Dissemination of knowledge low high Complexity Figure I: The knowledge spectrum Often, only one of the quadrants of this diagram is dealt with.
The ability to be a good collaborator, a partner of choice, if you will, is rapidly becoming a key competitive advantage for Lilly ... Collaboration and partnering add greatly to the richness of Lilly's scientific base ... 3 Strategic response: The case of Ciba Geigy and Chiron The case of Ciba-Geigy and Chiron illustrates how one company deals with difficulties associated with industry fusion. Ciba-Geigy (which recently merged with Sandoz to become Novartis) was a large Swiss pharmaceutical company with a conservative, formal culture.
The Dynamics of Innovation: Strategic and Managerial Implications by Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)