By Jas Gill, Peter Swann
This ebook examines the function of strategic visions of destiny technological improvement within the evolution of industry constitution. this angle deals a unique manner of resolving a number of the puzzles that experience arisen in realizing the consequences of fast know-how swap and industry constitution. Strategic visions are noticeable to play a principal function in company procedure, and commercial coverage. The authors increase a few theoretical instruments to check those questions, and current five case reports of excessive expertise industries, with conclusions for coverage. The e-book can be of curiosity to commercial economists taken with the consequences of speedy technological switch, and to these attracted to expertise administration. it's going to even be of curiosity to economists and others operating in excessive expertise industries, and in executive.
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Extra resources for Corporate Vision and Rapid Technological Change: The Evolution of Market Structure
Some commentators argue that the growing concentration in memory production is simply a consequence of the ever increasing capital intensity, nothing more, and is not evidence of the arguments advanced in this book. To that we reply, why has capital intensity increased at such a rate? It is hardly satisfactory to say that this advance is simply exogenous. Rather, we would argue, it is because incumbents have undertaken massive investment with the confident vision that memory capacity will continue to rise very rapidly.
In the Dasgupta and Stiglitz model, only one firm engages in R&D and the incumbent is better placed to exploit and innovate than any entrants. This is in line with a tradition of analysis that saw technological change leading to greater concentration, because it led to greater economies of scale and barriers to entry. Indeed, rapid change which is not competence destroying—the order of magnitude improvement in technology—is likely to be concentrating because development costs will increase as the speed of development increases (Scherer, 1984: chapter 4) and Wyatt (1986).
That incentive is that a profit can be made if the firm can secure its share of the market, but it will lose that share if its technology falls significantly behind that of the rivals (which are expected to follow the vision T). When there are no rivals, there is no incentive in this model, as total demand does not increase as the technology improves. 11 As noted above, two scenarios are considered. In the first, the firm can decide to invest enough to keep up with the principal vision, or less— though that would be tantamount to a decision to exit—but will not consider 38 THE STRATEGIC ROLE OF VISIONS OF THE FUTURE investing more.
Corporate Vision and Rapid Technological Change: The Evolution of Market Structure by Jas Gill, Peter Swann