Dynamic Capabilities at IBM: Driving Strategy into Action

By J. B. Harreld, Charles A O, R. Iii, Michael L. Tushman. 2007

376 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/923292e57de29b897b26b4ef1f3d6e49a3534b19

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In Strategy and Management

Citations in the corpus

Exploitation or exploration in service business development? : Insights from a dynamic capabilities perspective (2010, background): “hardware, software and services) to an integrated structure oriented around providing solutions to customer needs (Harreld et al., 2007).”
Processes, antecedents and outcomes of dynamic capabilities (2014, background): “…Although there are studies making somewhat vague connections between DCs and various outcomes such as sustained competitive advantage (Bhutto, 2005; Harreld et al., 2007), success (Koolen et al., 2005; Verity, 2005) and firm survival (Chung & Beamish, 2005), the majority of them clearly focus on…”
What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009, positive): “Harreld et al. (2007) suggest that one of the core aspects of the managerial role is to develop the firm’s dynamic capabilities.”
Services innovation:: Knowledge transfer and the supply chain (2008, background): “By understanding how the chain or network manages the transfer of the innovation commodity – knowledge – and subsequently engages with this knowledge – we will be better able to stimulate meaningful innovation and general value add (Chesbrough et al., 2006; Harreld et al., 2007; Ichijo and Nonaka, 2”
Strategic Renewal of Organizations (2009, methodology): “IBM used business model innovations to " make small, frequent investments and to learn from them " (Herrald et al. 2007, p. 41).”
Dynamic capabilities, environmental dynamism, and competitive advantage: Evidence from China (2014, background): “Change implementation capacity is the ability to execute and coordinate strategic decision and corporate change, which involves a variety of managerial and organizational processes, depending on the nature of the objective and the specific tasks required (Harreld et al., 2007; Helfat et al., 2007).”
When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit (2018, neutral): “Examples of firms taking such paths to competitive advantage include Amazon, IBM, and Toyota (Banker et al., 2014; Harreld et al., 2007; Resca and Spagnoletti, 2014).”
Business model innovation for sustainable energy: how German municipal utilities invest in offshore wind energy (2013, background): “The EBO tracks new market and technology development and brings ideas for business opportunities to the attention of senior management in a structured process (Harreld et al., 2007; O’Reilly et al., 2009).”