INNOVATION CAPABILITY RECONFIGURATION IN BUSINESS TRANSITION: A CASE STUDY ON TAIWANESE PC FIRM

Ting-Kuei Kuo and Tim Minshall
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Ting-Kuei Kuo: Graduate Institute of Technology Management, National Taiwan University of Science & Technology, Taipei, Taiwan
Tim Minshall: Centre for Technology Management, Institute for Manufacturing, University of Cambridge, UK

Chapter 2 in Creating and Managing a Technology Economy, 2010, pp 33-55 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThis paper explores the some of the challenges facing computer manufacturing firms in developing the innovation capabilities to allow them to move from Contract Manufacturing (CM) to Original Brand Manufacturing (OBM). As firm transitions from CM to OBM, some of the innovation capabilities may no longer be available or useful while new capabilities may be required to generate the right ideas and respond to market demands. Managing the reconfiguration of innovation capabilities appears to be an important factor in the successful transition from CM to OBM. An initial framework, drawn from concepts described in the literature on the resource-based view (RBV) of the firm, is used to structure a case study of Acer, a Taiwanese computer firm. Acer is used as an example to illustrate the type of challenges faced in moving between CM and OBM, and potential means of overcoming them.

Keywords: Management and Technology; Innovation Processes; Knowledge Management; Cross-Border Collaboration; Interdisciplinary Collaboration; Indicators for Measuring Innovation; Business in High-Tech Industry; Sustainability; Social Aspects of Technology Management (search for similar items in EconPapers)
Date: 2010
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