The global acquisition, leverage, and protection of technological competencies

Susan K. McEvily, Kathleen M. Eisenhardt and John E. Prescott

Strategic Management Journal, 2004, vol. 25, issue 8‐9, 713-722

Abstract: How managers acquire, leverage, and protect technological competencies in order to innovate successfully and enhance firm performance is central to the field of strategic management. When tensions across acquisition, leverage, and protection activities are resolved and synergies are captured, the value derived from technological competencies can be used to fuel a virtuous cycle in which fewer resources are needed to perpetuate a firm's advantage. The papers in this issue examine the mechanisms underlying acquisition, leverage, and protection, and are particularly useful in resolving these tensions and highlighting potential synergies. We develop a typology to describe the research domain and relate these papers to one another. Based on gaps in this typology and issues raised by these papers, we offer observations for future research on the acquisition, leverage, and protection of technological competencies. Copyright © 2004 John Wiley & Sons, Ltd.

Date: 2004
References: Add references at CitEc
Citations: View citations in EconPapers (36)

Downloads: (external link)
https://doi.org/10.1002/smj.425

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:bla:stratm:v:25:y:2004:i:8-9:p:713-722

Ordering information: This journal article can be ordered from
http://www.blackwell ... bs.asp?ref=0143-2095

Access Statistics for this article

More articles in Strategic Management Journal from Wiley Blackwell
Bibliographic data for series maintained by Wiley Content Delivery ().