By Juha Laurila
Frequently businesses introduce new expertise in an incremental manner, properly trying to minimise the antagonistic results which enterprise and staff may possibly face. even if, this isn't continually the case. occasionally technological discontinuities take place while appreciably various technological platforms and dealing practices are carried out, with the potential of frequent disruption and clash. This ebook seems to be at this topical factor in the course of the stories of the overseas giants of the Finnish paper - an on the innovative of primary technological innovation.
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Additional info for Managing Technological Discontinuities: The Case of the Finnish Paper Industry (Management of Technology and Innovation)
Example text
In this book we present evidence from the paper industry which in its ultimate forms is characterised by both of these features. It has been argued that in such contexts even clear environmental indicators of the need to enter new businesses do not necessarily outplay managerial commitment to the existing ones (Burgelman 1994; Stuart and Podolny 1996). This is not because it would not be worthwhile to enter into innovative businesses but because the existing technologies and technological capabilities encourage a search for new businesses mainly within the limits of the existing areas (Mitchell 1989; Chatterjee and Wernerfelt 1991).
There are also other ways in which multidivisional corporate structures enhance the above mentioned horizontal divisions within the managerial hierarchy. This is especially because these divisions follow the lines of the different ranges of business which compete for scarce corporate resources. In those multidivisional companies where business divisions differ a lot, the specificities of industry, such as technology, are one additional source of social and cognitive boundaries within management (Pennings and Gresov 1986; Gordon 1991; Sackmann 1992).
This distinction has two important consequences. First, because coalition-forming in management includes these two separate levels we can distinguish between mobilisation of managers and managerial actors. Second, and more importantly, because both individual managers and managerial actors can make coalitions the number of possible coalitions is multiplied. Consequently, several coalitions may be involved for example in the management of discontinuous technological change. In this book we will show how different coalitions of actors were dominant at the initiation and implementation stages of a technological discontinuity.