08 Dynamic Capability 2013

Strategic Management @ 2013

Wai Chamornmarn

08 ความสามารถเชิงกลยุทธ์


Strategy is a Creation of Stories


Why Do Firms Differ ?


ความสามารถเชิงกลยุทธ์



แนวคิดสําคัญ: ความสามารถเชิงกลยุทธ์

ความสามารถในการเชิงกลยุทธ์หมายถึงทรัพยากรและ competences ขององค์กรที่จําเป็นสําหรับจะอยู่รอดและประสบความสําเร็จ


Strategic Resources •  Strategic resources: ทรัพยากรที่ บริษัทใช้งานเพื่อให้บรรลุเปรียบในการแข่งขัน •  ทรัพยากร:

–  Physical (manufacturing facilities, service centres, location) –  Intellectual (patents, proprietary technology, expertise) –  Organizational (employee relationships, customer relationships, supplier

relationships, community relationships, reputation) –  Financial (cash, borrowing capacity, equity financing capacity)

•  ทรัพยากรเชิงกลยุทธ์โดยทั่วไปมักจะยากที่จะได้มาและยากที่จะคัดลอก -สร้างเอกลักษณ์ /uniqueness ของ บริษัท


n Competitive advantage;/เปรียบในการแข่งขัน: ความจุในการสร้างสูงกว่าค่าเฉลี่ยประสิทธิภาพที่เหนือกว่าเมื่อเทียบกับคู่แข่ง

n ทรัพยากรและความสามารถเป็นที่มาของการสร้างมูลค่าใน บริษัท เช่นแหล่งที่มาของความได้เปรียบ

n Resources and capabilities give competitive advantage are (VRIN): n  มีคุณค่า/Valuable - someone willing to pay n  หายาก/Rare - unique n  เลียนแบบไม่ได ้/Inimitable - hard to copy due to complexity, ambiguity n  ทดแทนไม่ได ้/Non-substitutable - resources and/or capabilities

n Superior performance /ประสิทธิภาพที่เหนือกว่าเป็นผลมาจากหายาก/scarcity และนวัตกรรม/innovation.

Internal Factors Competitive Advantage


Core Competence

Core Competences

ความรู้โดยรวม/Collective knowledge ของวิธีการ

ประสานทักษะและเทคโนโลยี

Prahalad & Hamel

(1990)

Distinctive Capabilities

กระบวนการทางธุรกิจที่เชื่อมต่อกับความต้องการ

ของลูกค้า

Stalk, Evans & Shulman (1992)

Strategic Assets

ความสามารถในการปรับใช้ทรัพยากรเพื่อให้เกิดเป้าหมาย

ที่พึงประสงค ์

Amit & Shoemaker

(1993)

= =


Distinctive Competence

Strategic resources + dynamic capabilities

แหล่งสําคัญของsustainable competitive advantage

Core competences คือทักษะและความสามารถที่จะนําไปใช้ในการจัดกิจกรรมขององค์กรและกระบวนการเช่นเพื่อให้เกิดการเปรียบในการแข่งขันในรูปแบบที่คนอื่นไม่สามารถเลียนแบบหรือได้รับ

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.


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



Organizational Routines


Process of Routinization


Routine as programing principle


The principle of independence and the routine in action (Ra)


Routine Structure and Knowledge Management: Impacts on Routine Attributes, Value and Imitability


Practice- Dialectic in Action -


Creative Routines of Practical Reasoning


Practical Reasoning


Dynamic Capabilities


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


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.


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


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

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*“Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance”, Strategic Management Journal, 28:13 (December 2007), 1319-1350.

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


Dynamic Capabilities Framework


“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”


• 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)


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


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.

•  Market INDUSTRY FORCES •  Non-Market

I. Dynamic Forces in Firm Evolution: “The Rubber Band Model”


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”


Learning Mechanism

http://www.druid.dk/conferences/nw/paper1/zollo_winter.pdf


Creative Space: Autonomy , Creative Chaos, Energizing Ba.

Strategic Management @ 2013 41

”spaces of flows” :People flows /Idea and Information flows

“Waigaya” at Honda


Small World Networking


Scrum Approach “The New New Product Development Game”


Ability to grasp the essence of particular situations/things.


Knowledge-Based Management


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.”


Knowledge is


Three Types of Knowledge


Six Abilities that Constitute Phronesis


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.


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


Basic Components of Knowledge-based Organization


SECI Process


Four Categories of Knowledge Assets


A Knowledge-Creating Organization is


Technology

08 Dynamic Capability 2013