By Jas Gill, Peter Swann
This e-book examines the position of strategic visions of destiny technological improvement within the evolution of marketplace constitution. this angle bargains a singular means of resolving a number of the puzzles that experience arisen in knowing the results of swift know-how switch and marketplace constitution. Strategic visions are visible to play a vital position in company procedure, and commercial coverage. The authors advance a few theoretical instruments to review those questions, and current five case stories of excessive expertise industries, with conclusions for coverage. The ebook could be of curiosity to business economists interested in the results of fast technological swap, and to these drawn to know-how administration. it is going to even be of curiosity to economists and others operating in excessive know-how industries, and in executive.
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Extra resources for Corporate Vision and Rapid Technological Change: The Evolution of Market Structure
In short, such forecasting techniques may simply extrapolate from past trends, or they may be based on some model of the system generating the technology. Yet if expectations or forecasts shape strategic plans, they can in turn shape the technology about which expectations are being made. In this book we use the term ‘vision’ to capture this proactive and strategic concept, to distinguish it from the more passive ‘forecast’ or expectation. Indeed, there is a sense in which technological forecasts may become self-fulfilling.
Microprocessor) is effectively proportional to the number of elementary components it contains. Petritz (1978) has noted that Moore’s law is a product of three trends which made it possible to integrate a larger number of components into a single chip: 1 steady progress in the miniaturisation of components; 2 a steady increase in the ingenuity of circuit designers in packing more components (of given size) into a given area of silicon and in circuit ‘cleverness’ (realising the same logical function with fewer elementary components); and 3 a gradual increase in the size of chips that were viable to manufacture in bulk.
Hypothesis B works in the other direction. Rapid technology change puts severe strain on an organisation which was set up to produce earlier versions of the technology. For that reason it is the small and perhaps new firm with organic structure that is better equipped to cope with the organisational pressures of rapid technology change. While these two hypotheses are opposed they are not mutually inconsistent. One group of firms, the incumbents, may be responsible for accelerating change in a particular direction, where the entry-deterring effect of accelerating change is greater than the organisational stress.
Corporate Vision and Rapid Technological Change: The Evolution of Market Structure by Jas Gill, Peter Swann