Title

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

Authors

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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