Week 4 & 5

Question 1

Tigth regime

Answer 1

technology is relatively easy to protect

Question 2

Weak regime

Answer 2

Technology is almost impossible to protect

Question 3

Pre-paradigmatic phase

Answer 3

imitation is possible, followers have chances to have their products become industry standards

Question 4

Paradigmatic phase

Answer 4

access to complementary assets is critical

Question 5

Complementary assets

Answer 5

Generic, specialized, co-specialized

Question 6

General Purpose Technologies

Answer 6

Economy wide, capable of ongoing technical improvement and enable complementary innovations

Question 7

Enabling technologies

Answer 7

capable of ongoing technical improvement and enable complemenatary innovations but NOT economy wide

Question 8

IP models

Answer 8

Formal: Patents, trademarks, copyright
Informal: trade secrets, lead times, defensive publication

Question 9

Alternative IP models

Answer 9

Patent pools, patent commons, patent non assertion pledge (open patenting)

Question 10

Stategic patenting

Answer 10

Blocking
Patent fences
Signaling

Question 11

Bottleneck

Answer 11

One specialized asset needed for commercialization

Question 12

Types of complementarity

Answer 12

Hicksian, Edgeworth, Hirshleifer, Cournot, Technological, Innovational

Question 13

Hicksian

Answer 13

decrease in price of one factor leads to increase in production quantity of the other

Question 14

Edgeworth

Answer 14

X an Y are edgeworth complement if the utility of consuming them together is higher than in isolation

Question 15

Hirshleifer

Answer 15

Based on innovation, prices will change

Question 16

Cournot

Answer 16

X and Y are used together and sold by companies with monopoly power

Question 17

Technological

Answer 17

Value of innovation depends on change in existing technologies

Question 18

Innovational

Answer 18

Improvement in general purpose technology will lead to higher productivity in downstream sectors

Question 19

Porter’s competitive strategies

Answer 19

Cost, differentiation, focus cost, focus differntiation

Question 20

Market Based View

Answer 20

to reach a competitive position it is necessary to
- be position in attractive industries
- pursue a generic strategy for the particular business areas in the repsective industries

Question 21

MBV tools

Answer 21

Value chain, Five porters, SWOT

Question 22

Limitations MBV

Answer 22

• Rather static
• Strategy is aiming for monopolistic position
• Similar strategies amongst firms lead to a more difficult time achieving SCA
• Internal structure and processes neglected
• Resources are homogeneous

Question 23

Resource Based View

Answer 23

Resources are heterogeneous, immobile and difficult to utilize. SCA explained by resources

Question 24

VRIN

Answer 24

• Value
• Rareness
• Inimitability
• Non-substitutability

Question 25

Imperfect imitabtility

Answer 25

History dependence Causal ambiguity Social complexity Asset specificity

Question 26

Non substitutability

Answer 26

Direct substitution (Monster - RedBull) Indirect substitution (Monster - Coffee)

Question 27

Knowledge Based View

Answer 27

Knowledge as the most important resource and varies in transferability

Question 28

Dynamic capabilities

Answer 28

ability of an organization and its management to integrate, build and reconfigure internal and external competences to adress rapidly changing environments

Question 29

Categories of dynamic capabilities

Answer 29

- Sensing - Seizing - Reconfiguring

Question 30

KBV knowledge integration

Answer 30

- Sequencing - Decision support system - Direction - Thinking along - Group problem solving - Knowledge transfer

Question 31

Sustained advantage =/ everlasting advantage

Answer 31

cannot be competed away through duplication effects of other firms. Condition of SCA is that resources are heterogenous and have some degree of immobility

Question 32

4 knowledge sharing routines

Answer 32

- interorganizational learning - aligning incentives - cognitive proximity - partner-specific-absorptive capacity

Question 33

Strategic position vs operational efficiency

Answer 33

Strategic: different activities than rivals or performing similar activities differently Operational: performing the same activities better than rivals

Question 34

Strategic positioning

Answer 34

Variety based positioning Needs based positioning Access based positioning

Question 35

Trade off's in strategic posistioning

Answer 35

Brand and image reputation Asset differences Organizational priorities

Question 36

Fit orders

Answer 36

First order fit: simple consistency between eacch activity and the overall strategy Second order fit: activites are reinforcing Third order fit: activities have reached an optimization of efforts

Question 37

Types of imitation

Answer 37

Repositioning: matching rival Straddling: match benefits of rival

Question 38

Factors of SCA

Answer 38

- Economies of scale - Economies of scope - Vertical integration and non-integration - Process based core competencies