Title: The impact of convergent and divergent technological and market strategies on core competencies and core rigidities: an exploratory study

Authors: Pier A. Abetti

Addresses: Rensselaer Polytechnic Institute, Troy, New York, USA

Abstract: This paper explores the relationships between (1) the technological and market strategies, and (2) the core competencies and rigidities of ten companies (or strategic business units) that have achieved worldwide leadership in technology-intensive markets: GE Medical Systems; Motorola Communications; Apple Computer; IBM PC; Toshiba Information Systems; MapInfo (a new venture); GE Plastics; Toray Carbon Fiber; Corning; Rhone-Poulenc Agrochemical. Technological and market strategies are classified as convergent or divergent, and an examination is made of their effects on (1) the core competencies and rigidities, and (2) the longer-range technological and market potentials of the ten businesses studied. Preliminary conclusions are drawn that may be useful to established corporations and new ventures seeking to enhance their core competencies in order to achieve and sustain market leadership.

Keywords: convergent strategy; divergent strategy; technology strategy; market strategy; core competencies; core rigidities; market leadership; technology management.

DOI: 10.1504/IJTM.1996.025441

International Journal of Technology Management, 1996 Vol.11 No.3/4, pp.412 - 424

Published online: 22 May 2009 *

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