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The process of technological competence leveraging
Author(s) -
Danneels Erwin
Publication year - 2007
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.598
Subject(s) - competence (human resources) , business , competence based management , marketing , customer value , emerging technologies , customer needs , industrial organization , knowledge management , computer science , economics , management , microeconomics , artificial intelligence , profit (economics) , strategic financial management , strategic planning
Technologies are often amenable to uses for a range of markets, but yet are often underutilized, and consequently not all value is extracted from them. This article presents a longitudinal case study of a firm that successfully applied a fungible technology to products for its served market, but was unable to tap its considerable potential in new markets. The processes of resource allocation and resource transformation inhibited technology leveraging, shaped by the presence of a competence to serve current customers (a customer competence trap) and the lack of a competence to gain access to new customers (a marketing competence gap). Copyright © 2007 John Wiley & Sons, Ltd.