08 Dynamic Capability 2013


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08 Dynamic Capability 2013

  1. 1. Strategic Management @ 2013 Wai Chamornmarn08 ความสามารถเชิงกลยุทธ์
  2. 2. Strategic Management @ 2013 Strategy is a Creation of Stories
  3. 3. Strategic Management @ 2013 Why Do Firms Differ ?
  4. 4. Strategic Management @ 2013 ความสามารถเชิงกลยุทธ์
  5. 5. Strategic Management @ 2013
  6. 6. Strategic Management @ 2013 แนวคิดสําคัญ: ความสามารถเชิงกลยุทธ์ความสามารถในการเชิงกลยุทธ์หมายถึงทรัพยากรและ competences ขององค์กรที่จําเป็นสําหรับจะอยู่รอดและประสบความสําเร็จ
  7. 7. Strategic Management @ 2013 Strategic Resources•  Strategic resources: ทรัพยากรที่ บริษัทใช้งานเพื่อให้บรรลุเปรียบในการแข่งขัน•  ทรัพยากร:–  Physical (manufacturing facilities, service centres, location)–  Intellectual (patents, proprietary technology, expertise)–  Organizational (employee relationships, customer relationships, supplierrelationships, community relationships, reputation)–  Financial (cash, borrowing capacity, equity financing capacity)•  ทรัพยากรเชิงกลยุทธ์โดยทั่วไปมักจะยากที่จะได้มาและยากที่จะคัดลอก -สร้างเอกลักษณ์ /uniqueness ของ บริษัท
  8. 8. Strategic Management @ 2013 n Competitive advantage;/เปรียบในการแข่งขัน: ความจุในการสร้างสูงกว่าค่าเฉลี่ยประสิทธิภาพที่เหนือกว่าเมื่อเทียบกับคู่แข่ง n ทรัพยากรและความสามารถเป็นที่มาของการสร้างมูลค่าใน บริษัท เช่นแหล่งที่มาของความได้เปรียบn Resources and capabilities give competitive advantage are (VRIN):n  มีคุณค่า/Valuable - someone willing to payn  หายาก/Rare - uniquen  เลียนแบบไม่ได้ /Inimitable - hard to copy due to complexity, ambiguityn  ทดแทนไม่ได้ /Non-substitutable - resources and/or capabilitiesn Superior performance /ประสิทธิภาพที่เหนือกว่าเป็นผลมาจากหายาก/scarcity และนวัตกรรม/innovation.Internal Factors Competitive Advantage
  9. 9. Strategic Management @ 2013 Core CompetenceCore Competencesความรู้โดยรวม/Collectiveknowledge ของวิธีการประสานทักษะและเทคโนโลยีPrahalad & Hamel(1990)Distinctive Capabilitiesกระบวนการทางธุรกิจที่เชื่อมต่อกับความต้องการของลูกค้าStalk, Evans & Shulman(1992)Strategic Assetsความสามารถในการปรับใช้ทรัพยากรเพื่อให้เกิดเป้าหมายที่พึงประสงค์Amit & Shoemaker(1993)==
  10. 10. Strategic Management @ 2013 Distinctive CompetenceStrategic resources + dynamic capabilitiesแหล่งสําคัญของsustainable competitive advantageCore competences คือทักษะและความสามารถที่จะนําไปใช้ในการจัดกิจกรรมขององค์กรและกระบวนการเช่นเพื่อให้เกิดการเปรียบในการแข่งขันในรูปแบบที่คนอื่นไม่สามารถเลียนแบบหรือได้รับ
  11. 11. Takahiro Fujimoto, a professor and theexecutive director of the ManufacturingManagement Research Center at theUniversity of Tokyo, also stressed theimportance of retaining manufacturingcapabilities at home, especially asJapan, unlike economies such as theU.S., has no strong agriculture orservice sector that it can sell inoverseas markets but has to rely onmanufacturing.Prof. Takahiro Fujimoto is a Professor of Graduate School of Economics,Department pf Business and Market Studies, the University of Tokyo.
  12. 12. Strategic Management @ 2013 MonotsukuriTHE FUTURE OF THE JAPANESEINDUSTRIES: AN APPROACH INTERM OF DESIGN-BASEDCOMPARATIVE ADVANTAGETakahiro FUJIMOTOProfessor, Faculty of Economics,MMRC, University of Tokyo
  13. 13. Strategic Management @ 2013
  14. 14. Strategic Management @ 2013 Organizational Routines
  15. 15. Strategic Management @ 2013 Process of Routinization
  16. 16. Strategic Management @ 2013 Routine as programing principle
  17. 17. Strategic Management @ 2013 The principle of independence and the routine in action (Ra)
  18. 18. Strategic Management @ 2013 Routine Structure and Knowledge Management:Impacts on Routine Attributes, Value and Imitability
  19. 19. Strategic Management @ 2013 Practice- Dialectic in Action -
  20. 20. Strategic Management @ 2013 Creative Routines of Practical Reasoning
  21. 21. Strategic Management @ 2013 Practical Reasoning
  22. 22. Strategic Management @ 2013 Dynamic Capabilities
  23. 23. Strategic Management @ 2013 Dynamic capabilities“the ability to integrate, build, and reconfigureinternal and external competencies to addressrapidly changing environments”.Teeces concept of dynamic capabilities is atheory about the source of corporate agility:"the capacity (1) to sense and shapeopportunities and threats, (2) to seizeopportunities, and (3) to maintaincompetitiveness through enhancing,combining, protecting, and, when necessary,reconfiguring the business enterprisesintangible and tangible assets.”Prof. David Teece, the Thomas W. Tusher Professor in Global Business andfaculty director of the Institute for Business Innovation
  24. 24. Strategic Management @ 2013 SIDNEY G. WINTERDeloitte and Touche ProfessorEmeritus of ManagementGiovanni Dosi is Professor at theSantAnna School of AdvancedStudies in PisaRichard R. Nelson is an Americanprofessor of economics atColumbia University.
  25. 25. Strategic Management @ 2013 What are Microfoundations? David J. TeeceMicrofoundations are “elements” of Dynamic Capabilities. They consist ofdiscrete process/methodologies/structures that undergird clusters of dynamiccapabilitiesI. Routines/Methodologies•  Organizational Routines–  Ex: product development along a known trajectory•  Analytical Methodologies–  Ex: investment choicesII. Individual Acts and Action•  Creative managerial and entrepreneurial acts–  Ex: pioneering a new market
  26. 26. Strategic Management @ 2013 Three Clusters of Microfoundations*•  Sensing–  Identification and assessment of an opportunity–  Easiest to embed in the organization•  Seizing–  Mobilization of resources to address an opportunity and to capture value•  Transforming–  Continued renewal–  Inherently difficult to routinize•  Each cluster is supported by organizational process; but also by theentrepreneurial and leadership capabilities of the top management team27*“Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance”, StrategicManagement Journal, 28:13 (December 2007), 1319-1350.
  27. 27. What might faster and more effective look like in practice?That is to say that an individual does not necessarily need to be sensing and responding everyhour, instead they need to do it faster and more effectively than competitors
  28. 28. Strategic Management @ 2013 Dynamic Capabilities Framework
  29. 29. Strategic Management @ 2013 “A corporation is a living organism;it has to continue to shed its skin.Methods have to change. Focus hasto change. Values have to change.The sum total of those changes istransformation.”Andrew Stephen Grove“For his important contributions to the computing industry and profession as an entrepreneurialleader, advisor, and mentor”
  30. 30. Strategic Management @ 2013 • Grove describes business transformation and resourcereconfiguration as ‘the valley of death’ because “youneed to tear things apart before you can put togetherthe new” (Puffer, 1999, p. 18).• That move was essentially Grove’s decision to committo the microprocessor as the company’s new direction.Transforming Intel from a ‘memory’ company (Intel’sprimary focus since its foundation in 1968) to a‘microcomputer’ company in 1985 has been describedas the most monumental act in Intel’s history(Burgelman, 1991)“Success breeds complacency, complacency breedsfailure...only the paranoid survive” (Grove, 1996)
  31. 31. Strategic Management @ 2013 Professor Robert BurgelmanExecutive Director of the Stanford Executive ProgramRobert Burgelman is Edmund W. Littlefield Professor of Management at theStanford School of BusinessInterview with Professor RobertBurgelman"Leaders are people who makeorganizations do things thatdont come naturally"The Role of the Strategy-Making Process for Corporate Longevity
  32. 32. Strategic Management @ 2013 Basis ofCompetitiveAdvantage inthe IndustryInternalSelectionEnvironmentDistinctiveCompetenceof the FirmOfficialCorporateStrategyStrategicActionIntel skills in circuit design andprocess technology, but notmanufacturingINERTIA NEW OPPORTUNITIESDRAM products become a commodity.Winning requires low cost and highquality which depends on manufacturing skills.•  MarketINDUSTRY FORCES •  Non-MarketI. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
  33. 33. Strategic Management @ 2013 Basis ofCompetitiveAdvantage inthe IndustryInternalSelectionEnvironmentDistinctiveCompetenceof the FirmOfficialCorporateStrategyStrategicActionOfficialSTRATEGY isahead ofACTIONApple“Newton”:handheldproductstrategyACTION isahead ofSTRATEGYFabcapacityallocationdivergesfromstrategyI. Dynamic Forces in Firm Evolution: “The Rubber Band Model”
  34. 34. Strategic Management @ 2013 Learning Mechanism
  35. 35. http://www.druid.dk/conferences/nw/paper1/zollo_winter.pdf
  36. 36. Strategic Management @ 2013 Creative Space: Autonomy , Creative Chaos, Energizing Ba.
  37. 37. Strategic Management @ 2013 41”spaces of flows” :People flows /Idea and Information flows“Waigaya” at Honda
  38. 38. Strategic Management @ 2013 Small World Networking
  39. 39. Strategic Management @ 2013 Scrum Approach“The New New Product Development Game”
  40. 40. Strategic Management @ 2013 Ability to grasp the essence of particular situations/things.
  41. 41. Strategic Management @ 2013 Knowledge-Based Management
  42. 42. Strategic Management @ 2013 Ikujiro NonakaProfessor,The Graduate School of International CorporateStrategy Hitotsubashi UniversityXerox Distinguished Faculty ScholarUC BerkeleyNot “Managing Knowledge”But “Knowledge-based Management.”
  43. 43. Strategic Management @ 2013 Knowledge is
  44. 44. Strategic Management @ 2013 Three Types of Knowledge
  45. 45. Strategic Management @ 2013 Six Abilities that Constitute Phronesis
  46. 46. Strategic Management @ 2013 Philosophy system•  ■Corporate PhilosophyLiving and prospering together withpeople, society, and the globe, we aim tobe a value-generating corporation thatcontributes to creation of a prosperoussociety.•  ■Behavioral GuidelinesAs a good corporate citizen, we will:• implement open and fair corporateactivities• fulfill our social responsibilities, andconserve the global environment.• offer creativity, and provide added value• respect people, and create an activeworkplace worth working in.
  47. 47. Strategic Management @ 2013 Characteristics of Knowledge•  1. Increasing Return2. Unlimited Usage3. Production andConsumption Unseparated•  4. Difficulties in MarketTransaction5. New Value by Re-categorization6. Quickly Outdated7. Created by Human inRelationship
  48. 48. Strategic Management @ 2013 Basic Components of Knowledge-based Organization
  49. 49. Strategic Management @ 2013 SECI Process
  50. 50. Strategic Management @ 2013 Four Categories of Knowledge Assets
  51. 51. Strategic Management @ 2013 A Knowledge-Creating Organization is
  52. 52. Strategic Management @ 2013