Combinative capabilities and organizational learning in latecomer firms: the case of the Korean semiconductor industry

Mathews, John A.; Cho, Dong–Sung

doi:10.1016/s1090-9516(99)00013-9

Cited by 117 publications

(59 citation statements)

References 17 publications

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“…Specifically, acquisition, assimilation, and improvement of foreign technologies imported from the U.S., Japan, and Germany was critical for Korean SMEs in the past. Many studies in the management literature have acknowledged Korean firms' unique emphasis on and style of organizational learning (e.g., Kim, 1998;Bae and Lawler, 2000;Mathews and Cho, 1999).…”

Section: Strategic Agility and Organizational Learningmentioning

confidence: 99%

Strategic agility of Korean small and medium enterprises and its influence on operational and firm performance

Shin

Lee

Kim

et al. 2015

International Journal of Production Economics

160

121

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Section: Strategic Agility and Organizational Learningmentioning

confidence: 99%

Strategic agility of Korean small and medium enterprises and its influence on operational and firm performance

Shin

Lee

Kim

et al. 2015

International Journal of Production Economics

160

121

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“…Research suggests that the development and growth of emerging economy firms is dependent upon combining their own firm specific knowledge with that of external sources to augment home knowledge base or acquire competences through international expansion (Kuemmerle, 1999;Mathews and Cho, 1999;Meyer and Thaijongrak, 2013). However, emerging economy 8 firms differ from firms in developed economies, which generally leverage and exploit ownership-specific advantages in foreign countries (Dunning, 1998;Lecraw, 1983;Cardoza and Fornes, 2011).…”

Section: Theory and Model Developmentmentioning

confidence: 99%

Foreign Market Knowledge, Country Sales Breadth and Innovative Performance of Emerging Economy Firms

Williams

Colovic

Zhu

2016

Int. J. Innov. Mgt.

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. FOREIGN MARKET KNOWLEDGE, COUNTRY SALES BREADTH AND INNOVATIVE PERFORMANCE OF EMERGING ECONOMY FIRMS ABSTRACTWe examine the impact of foreign market knowledge on innovative performance in emerging economy firms. We also study how this relationship is moderated by country sales breadth, i.e., the diversity of countries in which the firm derives sales. We test two competing theoretical perspectives on this relationship: diversity logic suggesting country sales breadth is beneficial to innovative performance, and time compression diseconomies logic suggesting the opposite. Drawing from a sample of 92 Chinese firms, we show that foreign market knowledge has a positive impact on innovative performance, and that this relationship is positively moderated by country sales breadth. Our study suggests that managers in Chinese firms develop effective capabilities in accessing, integrating and utilizing foreign market knowledge from a breadth of international sources in their quest for innovation.

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“…The goal of latecomer strategy is to attain the accelerated capability accumulation and development of an organization improving its performance, leave the group of latecomers and enter the group of leaders as soon as possible [11]. According to the combined version of RBV and DC frameworks, the latecomer organization's strategy is represented in terms of its processes, resources (positions) and capabilities.…”

Section: Latecomer and Strategically Entrepreneurial Catch-up Universmentioning

confidence: 99%

“…It leverages extra resources using them to build new capabilities, as well as improves and expands the range of substantive skills. The complete iterative process of establishing links, enhancing the resource base and training within the scope of its organizational relations network, is referred to as a developmental resource leverage [11].…”

Section: Latecomer and Strategically Entrepreneurial Catch-up Universmentioning

confidence: 99%

Strategic Entrepreneurship Based Model of Catch-up University in Global Rankings

Kozlov

2016

SHS Web Conf.

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Abstract. The paper will help answer the question, why only few universities managed to succeed significantly in their global ranking advancement, while most of their competitors fail. For this purpose it will introduce a new strategically entrepreneurial catch-up university framework, based on the combination of the resource based view, dynamic capabilities, strategic entrepreneurship and latecomer organization concepts. The new framework logics explains the advantages of being ambidextrous for ranking oriented universities and pursuing new potentially more favorable opportunities for research development. It will propose that substantial increase in the level of dynamic capabilities of the universities and their resource base accumulation is based on the use of the new combination of financial, human and social capital combined with strategic management of these resources in the process of identification and exploitation of greater opportunities.

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Combinative capabilities and organizational learning in latecomer firms: the case of the Korean semiconductor industry

Cited by 117 publications

References 17 publications

Strategic agility of Korean small and medium enterprises and its influence on operational and firm performance

Strategic agility of Korean small and medium enterprises and its influence on operational and firm performance

Foreign Market Knowledge, Country Sales Breadth and Innovative Performance of Emerging Economy Firms

Strategic Entrepreneurship Based Model of Catch-up University in Global Rankings

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