The DOI matches its Crossref record; 1 of the 1 references it cites were found in a registry or an index.
Dynamic Capabilities at IBM: Driving Strategy into Action
Abstract
In the past 15 years, the IBM Company has undergone a remarkable transformation from a struggling seller of hardware to a successful broad range solutions provider. Underlying this change is a story of foresighted strategy and disciplined execution—of connecting knowing to doing. In strategic terms, the IBM transformation illustrates the ideas behind dynamic capabilities, showing how the company has been able to sense changes in the marketplace and to seize these opportunities by reconfiguring existing assets and competencies. We review the literature on dynamic capabilities and, using IBM as a case example, show how their strategy process permits them both to explore new markets and technologies (e.g., life sciences, pervasive computing) as well as to exploit mature products and markets (e.g., mainframe computers, middleware).
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Citations
Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942 · cited 1×
“In Jim March’s terms, these are activities that promote “exploration” and learning.(28) “Exploitation” is equally as important and is accomplished through the existing organization—sometimes referred to within the company as a “disciplined machine.”
Background
Cited by
Business models, business strategy and innovation
Teece, D. J. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.07.003 · Cited by 8,335
Organizational Ambidexterity: Past, Present, and Future
O'Reilly, C. A., & Tushman, M. L. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2013.0025 · Cited by 2,580
Self-citationAmbidexterity as a dynamic capability: Resolving the innovator's dilemma
O’Reilly, C. A., & Tushman, M. L. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.06.002 · Cited by 2,431
Self-citationManagerial cognitive capabilities and the microfoundations of dynamic capabilities
Helfat, C. E., & Peteraf, M. A. (2015) · Strategic Management Journal · doi:10.1002/smj.2247 · Cited by 2,056
Exploration and Exploitation Within and Across Organizations
Lavie, D., Stettner, U., & Tushman, M. L. (2010) · Academy of Management Annals · doi:10.1080/19416521003691287 · Cited by 1,650
Self-citation
Metadata
- Authors
- Harreld, J. B., O'Reilly, C. A., & Tushman, M. L.
- Venue
- California Management Review
- Publisher
- SAGE Publications
- Published
- 2007-07
- Volume
- 49
- Issue
- 4
- Pages
- 21-43
- ISSN
- 0008-1256 (ISSN-L)
- 2162-8564
- OpenAlex
- W2002025280
- Cited by
- 354
- References
- 1
- FWCI
- 43.97
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
