TRYING TO BECOME A DIFFERENT TYPE OF COMPANY: DYNAMIC CAPABILITY AT SMITH CORONA

    Authors

    E. Danneels

    Comments

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    Abbreviated Journal Title

    Strateg. Manage. J.

    Keywords

    dynamic capability; resource leveraging; resource cognition; RESOURCE-BASED VIEW; STRATEGIC MANAGEMENT RESEARCH; PRODUCT LIFE-CYCLE; BRAND EXTENSIONS; ORGANIZATIONAL CAPABILITIES; DISRUPTIVE TECHNOLOGY; COMPETITIVE ADVANTAGE; MARKETING-RESEARCH; DECISION-MAKING; FIRM; Business; Management

    Abstract

    Smith Corona, formerly one of the world's leading manufacturers of typewriters, was challenged to exercise dynamic capability in the face of the dissipation of its main product category. A study of the last two decades of the life of the company shows how Smith Corona tried to alter its resource base by leveraging existing resources, creating new resources, accessing external resources, and releasing resources. Using the extended case method, this study advances dynamic capability theory by confronting it with an empirical case. The Smith Corona case provides rich insights into the resource alteration processes by which dynamic capability operates, and highlights resource cognition as a missing element in dynamic capability theory. Copyright (C) 2010 John Wiley & Sons, Ltd.

    Journal Title

    Strategic Management Journal

    Volume

    32

    Issue/Number

    1

    Publication Date

    1-1-2011

    Document Type

    Article

    Language

    English

    First Page

    1

    Last Page

    31

    WOS Identifier

    WOS:000284207200001

    ISSN

    0143-2095

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