The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.
Key Characteristics of the Large Innovating Firm*
Abstract
SUMMARY: Large innovating firms are a major source of the world's technology, and in the 20th century have shown great resilience in absorbing successive waves of radical innovations. The key characteristics of these firms derive from the properties of their innovative activities. First, given the specific, differentiated and cumulative nature of technological development, the range of possible choices about both product and processed technologies open to the firm depends on its accumulated competence. Second, given functional and professional specialization, the implementation of technological choices requires organization and orchestration across disciplinary, functional and divisional boundaries. Third, given cumulative development and uncertainty, the improvement of these competences requires continuous and collective learning. Fourth, in the light of these characteristics, systems for allocating resources must take into account the benefits of learning by doing, as well as the benefits of outcomes. As a consequence, the technical function in large firms involves not just the implementation of innovations, but also the definition of appropriate divisional objectives and boundaries, the exploration of radical technologies, and the formation of technological expectations about the future.
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Managers on site may need to adopt a learning-by-doing and learning-by-failing approach to acquire corporate competencies and work with local institutional actors and workers.
“Managers on site may need to adopt a learning-by-doing and learning-by-failing approach (Pavitt, 1991) to acquire corporate competencies (e.g., knowledge of the local regulations) and work with the local institutional actors and workers.”
From Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research (2023) · cites this paper as Pavitt, 1991
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SAPPHO updated - project SAPPHO phase II
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Sorted by citations
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
Ren, S., Cooke, F. L., Stahl, G. K., Fan, D., & Timming, A. R. (2023) · Human Resource Management · doi:10.1002/hrm.22169 · Cited by 148
Building Innovation Networks: Issues of Strategy and Expertise
Harris, L., Coles, A.-M., & Dickson, K. (2000) · Technology Analysis & Strategic Management · doi:10.1080/713698468 · Cited by 47
Metadata
- Authors
- Pavitt, K.
- Affiliations
- University of Sussex (GB)
- Corresponding author
- Pavitt, K.
- Venue
- British Journal of Management
- Publisher
- Wiley
- Published
- 1991-04
- Volume
- 2
- Issue
- 1
- Pages
- 41-50
- ISSN
- 1045-3172 (ISSN-L)
- 1467-8551
- OpenAlex
- W2164753928
- Cited by
- 347
- References
- 1
- Citations by year
- 2026: 1 · 2025: 6 · 2024: 9 · 2023: 6 · 2022: 6 · 2021: 6 · 2020: 7 · 2019: 9 · 2018: 6 · 2017: 10 · 2016: 9 · 2015: 12 · 2014: 11 · 2013: 13 · 2012: 9
- FWCI
- 43.56
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- British Journal of Management (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Economics, Econometrics and Finance › Economics and Econometrics › Firm Innovation and Growth
- Social Sciences › Decision Sciences › Management Science and Operations Research › Innovation Diffusion and Forecasting
- Keywords
- large corporations, innovation, technological progress, radical innovation, organizational learning, hands-on learning, resource allocation, technical functions, technological expectations, cumulative innovation, functional specialization
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