THE PROCESS OF TECHNOLOGICAL COMPETENCE LEVERAGING

By Erwin Danneels. 2007

318 citations recorded by the source corpus.

Subfields: Business and International Management, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a51427cc49140bf7af933d35844ceb34c4665e35

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Citations in the corpus

The Trade-off between Customer and Technology Orientations: Impact on Innovation Capabilities and Export Performance (2011, background): “Technology-oriented firms are technically proficient and flexible, which facilitates the refinement of existing technologies either to cope with existing markets or to leverage market research efforts and try new markets (Danneels 2007).”
What are Dynamic Capabilities and are They a Useful Construct in Strategic Management (2009, unknown): “…statistically valid large sample sizes which result in quantitatively aggregated responses in order to advance theory via the inference of common trends (Armstrong and Shimizu 2007), and it may be difficult to collect any longitudinal data via archival sources or structured surveys (Danneels 2007).”
Cognition and Capabilities: A Multi-Level Perspective (2013, background): “Resources and capabilities are “fungible” in that they are amenable to use in a diverse set of applications (Danneels, 2007, p. 516).”
How do new ventures grow? Firm capabilities, growth strategies and performance (2009, background): “With high aspirations to grow and superior technologies, these ventures are able to achieve technology-leveraging (Danneels, 2007), which enables new ventures to extract more value from their existing technologies.”
Escaping the Prior Knowledge Corridor: What Shapes the Number and Variety of Market Opportunities Identified Before Market Entry of Technology Start-ups? (2013, methodology): “…trapped in the knowledge corridor) rather than being open to the identification of novel market opportunities—an observation that is consistent with Danneels (2007), who shows that marketing expertise is of a first-order rather than a second-order nature; that is, marketers tend to have local…”
The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence (2015, methodology): “Sensing Sensing was measured with a five-item reflective scale, based on Danneels (2008), Jantunen et al.”
An Assessment of Resource-Based Theorizing on Firm Growth and Suggestions for the Future (2018, background): “Firm-specific assets, such as brands (Anand & Delios, 2002), technologies (Danneels, 2007; Parkhe, 1992), and experiential learning (Kumar, 2009), generate a range of productive services that will be useful in arenas beyond their current use.”
“Pyramiding: Efficient search for rare subjects” (2009, background): “competence leveraging, Danneels 2002, 2007 ) depends on knowledge from analogous domains as”
Market orientation, marketing capability, and new product performance: The moderating role of absorptive capacity (2016, unknown): “Danneels, E. (2007).”
Market orientation, marketing capabilities, and firm performance (2009, background): “First, resource-based theory indicates that deployment capabilities offer economies of scope benefits for firms’ investments in their knowledge resources (e.g., Danneels, 2007; Helfat, 1997).”
Exploration and Exploitation in Innovation: Reframing the Interpretation (2008, background): “Danneels (2007) Same as Danneels (2002).”
From Minds to Markets (2012, background): “Thus, the person’s marketing expertise is of a first-order rather than a second-order nature; that is, marketers tend to have local market knowledge, not second-order competence to identify alternative markets (Danneels, 2007).”