Why aren't they locked in waiting games? Unlocking rules and the ecology of concepts in the semiconductor industry

Pascal Le Masson (), Benoit Weil (), Armand Hatchuel () and Patrick Cogez
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Pascal Le Masson: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Benoit Weil: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Armand Hatchuel: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Patrick Cogez: ST-CROLLES - STMicroelectronics [Crolles]

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Abstract: In a multi-level perspective, regimes can be clearly described as long as they remain stable. To understand how regimes and niches interact during transition, the article contrasts two models of regimes in transition(s). The classical model of evolutionary niches suggests misalignments between rules and competition between niches. Transition management, technological innovation systems and works on transition pathways suggest a second model based on "unlocking rules", which support collective work on a structured set of emerging technologies. The latter model is illustrated with a case study on the International Technology Roadmap for Semiconductors (ITRS).

Keywords: path creation; college for the unknown; unlocking rules (search for similar items in EconPapers)
Date: 2012-09-01
Note: View the original document on HAL open archive server: https://hal.science/hal-00870358v1
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Citations: View citations in EconPapers (13)

Published in Technology Analysis and Strategic Management, 2012, 24 (6), pp.617-630

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-00870358

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