Core technological competence and growth strategies of corporations

Abstract

Summary form only as given. The ability of manufacturing enterprise to gain competitive advantage is function of its technological core competence. This paper examines the process used by large corporations to build technological competence by establishing a multitude of new co-productive relationships in the form of alliances, joint ventures, outsourced subcontracting, etc. A resource based view of technological competence is developed. The problems of integrating discrete technological competence are studied in the context of the acquisition of NCR by AT&T and Lotus Development Corporation by IBM.