1) The document discusses strategic management concepts including core competencies, distinctive competences, dynamic capabilities, and knowledge-based management.
2) It references experts in the field such as Ikujiro Nonaka who developed the SECI model of knowledge creation and transfer between tacit and explicit knowledge.
3) Key concepts discussed include the need for organizations to continuously learn, adapt, and reconfigure their resources and capabilities in order to gain and maintain competitive advantages in changing environments.
11. Takahiro Fujimoto, a professor and the
executive director of the Manufacturing
Management Research Center at the
University of Tokyo, also stressed the
importance of retaining manufacturing
capabilities at home, especially as
Japan, unlike economies such as the
U.S., has no strong agriculture or
service sector that it can sell in
overseas markets but has to rely on
manufacturing.
Prof. Takahiro Fujimoto is a Professor of Graduate School of Economics,
Department pf Business and Market Studies, the University of Tokyo.
12. Strategic Management @ 2013
Monotsukuri
THE FUTURE OF THE JAPANESE
INDUSTRIES: AN APPROACH IN
TERM OF DESIGN-BASED
COMPARATIVE ADVANTAGE
Takahiro FUJIMOTO
Professor, Faculty of Economics,
MMRC, University of Tokyo
23. Strategic Management @ 2013
Dynamic capabilities
“the ability to integrate, build, and reconfigure
internal and external competencies to address
rapidly changing environments”.
Teece's concept of dynamic capabilities is a
theory about the source of corporate agility:
"the capacity (1) to sense and shape
opportunities and threats, (2) to seize
opportunities, and (3) to maintain
competitiveness through enhancing,
combining, protecting, and, when necessary,
reconfiguring the business enterprise's
intangible and tangible assets.”
Prof. David Teece, the Thomas W. Tusher Professor in Global Business and
faculty director of the Institute for Business Innovation
24.
25. Strategic Management @ 2013
SIDNEY G. WINTER
Deloitte and Touche Professor
Emeritus of Management
Giovanni Dosi is Professor at the
Sant'Anna School of Advanced
Studies in Pisa
Richard R. Nelson is an American
professor of economics at
Columbia University.
26. Strategic Management @ 2013
What are Microfoundations? David J. Teece
Microfoundations are “elements” of Dynamic Capabilities. They consist of
discrete process/methodologies/structures that undergird clusters of dynamic
capabilities
I. Routines/Methodologies
• Organizational Routines
– Ex: product development along a known trajectory
• Analytical Methodologies
– Ex: investment choices
II. Individual Acts and Action
• Creative managerial and entrepreneurial acts
– Ex: pioneering a new market
27. Strategic Management @ 2013
Three Clusters of Microfoundations*
• Sensing
– Identification and assessment of an opportunity
– Easiest to embed in the organization
• Seizing
– Mobilization of resources to address an opportunity and to capture value
• Transforming
– Continued renewal
– Inherently difficult to routinize
• Each cluster is supported by organizational process; but also by the
entrepreneurial and leadership capabilities of the top management team
27
*“Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance”, Strategic
Management Journal, 28:13 (December 2007), 1319-1350.
28. What might faster and more effective look like in practice?
That is to say that an individual does not necessarily need to be sensing and responding every
hour, instead they need to do it faster and more effectively than competitors
31. Strategic Management @ 2013
“A corporation is a living organism;
it has to continue to shed its skin.
Methods have to change. Focus has
to change. Values have to change.
The sum total of those changes is
transformation.”
Andrew Stephen Grove
“For his important contributions to the computing industry and profession as an entrepreneurial
leader, advisor, and mentor”
32. Strategic Management @ 2013
• Grove describes business transformation and resource
reconfiguration as ‘the valley of death’ because “you
need to tear things apart before you can put together
the new” (Puffer, 1999, p. 18).
• That move was essentially Grove’s decision to commit
to the microprocessor as the company’s new direction.
Transforming Intel from a ‘memory’ company (Intel’s
primary focus since its foundation in 1968) to a
‘microcomputer’ company in 1985 has been described
as the most monumental act in Intel’s history
(Burgelman, 1991)
“Success breeds complacency, complacency breeds
failure...only the paranoid survive” (Grove, 1996)
33. Strategic Management @ 2013
Professor Robert Burgelman
Executive Director of the Stanford Executive Program
Robert Burgelman is Edmund W. Littlefield Professor of Management at the
Stanford School of Business
Interview with Professor Robert
Burgelman
"Leaders are people who make
organizations do things that
don't come naturally"
The Role of the Strategy-Making Process for Corporate Longevity
34. Strategic Management @ 2013
Basis of
Competitive
Advantage in
the Industry
Internal
Selection
Environment
Distinctive
Competence
of the Firm
Official
Corporate
Strategy
Strategic
Action
Intel skills in circuit design and
process technology, but not
manufacturing
INERTIA NEW OPPORTUNITIES
DRAM products become a commodity.
Winning requires low cost and high
quality which depends on manufacturing skills.
• MarketINDUSTRY FORCES • Non-Market
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
35. Strategic Management @ 2013
Basis of
Competitive
Advantage in
the Industry
Internal
Selection
Environment
Distinctive
Competence
of the Firm
Official
Corporate
Strategy
Strategic
Action
Official
STRATEGY is
ahead of
ACTION
Apple
“Newton”:
handheld
product
strategy
ACTION is
ahead of
STRATEGY
Fab
capacity
allocation
diverges
from
strategy
I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
46. Strategic Management @ 2013
Ikujiro Nonaka
Professor,
The Graduate School of International Corporate
Strategy Hitotsubashi University
Xerox Distinguished Faculty Scholar
UC Berkeley
Not “Managing Knowledge”
But “Knowledge-based Management.”
50. Strategic Management @ 2013
Philosophy system
• ■Corporate Philosophy
Living and prospering together with
people, society, and the globe, we aim to
be a value-generating corporation that
contributes to creation of a prosperous
society.
• ■Behavioral Guidelines
As a good corporate citizen, we will:
• implement open and fair corporate
activities
• fulfill our social responsibilities, and
conserve the global environment.
• offer creativity, and provide added value
• respect people, and create an active
workplace worth working in.
51. Strategic Management @ 2013
Characteristics of Knowledge
• 1. Increasing Return
2. Unlimited Usage
3. Production and
Consumption Unseparated
• 4. Difficulties in Market
Transaction
5. New Value by Re-
categorization
6. Quickly Outdated
7. Created by Human in
Relationship