Making Sense of Irrational Decisions PPT课件.ppt

Making Sense of Irrational Decisions
Tyler Chamberlin
ESRC Centre for Research on Innovation petition
University of Manchester, and
School of Management, University of Ottawa
5/7/2005
1
Graduate Student Session
Outline
Market Innovations
Convergence of and working Firms
Critique of Carpenter, Lazonick and O’Sullivan (2003)
Lunch!
5/7/2005
2
Graduate Student Session
Background
Creative Destruction in Technologically-Intensive and Dynamic Industries: Competition, Market Innovations and Corporate Strategy
Methodology
Three case studies of acquisitions between 1998 and 2000
30 interviews and analysis of publicly available information (annual reports, company information, secondary information)
5/7/2005
3
Graduate Student Session
Starting Point
Over any significant period of time, position of leading firms in the economy changes
Creative Destruction
Usually described in terms of a process of market entry and exit…but does this have to be?
5/7/2005
4
Graduate Student Session
Creative Destruction
For firms, creative destruction implies a limited lifespan
For the economy, creative destruction involves costs of adjustment (economic and social)
Question: Could we have the benefits of creative destruction without all the costs of market exit?
5/7/2005
5
Graduate Student Session
Market Innovations
Schumpeter’s definition is almost only considered with respect to product or process innovations, but there are anizational innovations, materiale innovations and market innovations
Schumpeter’s definition of market innovations tended to imply a geographic orientation to the definition of markets, whereas, organizational innovations implied a anization of industry
5/7/2005
6
Graduate Student Session
Product Differentiation
5/7/2005
7
Graduate Student Session
Market Innovations
Incremental market innovations involve adapting an existing product to serve a new set of customers
Radical market innovations involve the development of an entirely new stra