The impact of convergent and divergent technological and market strategies on core competencies and core rigidities: an exploratory study Online publication date: Fri, 22-May-2009
by Pier A. Abetti
International Journal of Technology Management (IJTM), Vol. 11, No. 3/4, 1996
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.
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