Core capabilities and core rigidities¶
Leonard-Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 111-125.
Cited by¶
10 citations across 10 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Absorptive Capacity
This sourceShows the same core capabilities that confer advantage can become core rigidities that inhibit innovation.
- Adaptation
- Listed in the references but not attached to a specific claim.
- Adaptive Capacity
- Listed in the references but not attached to a specific claim.
- Adaptive Redirection
- So does one substantive prediction: that the failed course's assumptions ride along inside whatever is carried forward, which is why redirections tend to fail in ways that rhyme with the original failure.
This sourceShows that capabilities carried into a new development effort bring with them the skills, systems and values that made them work before, and so import the assumptions of the effort that produced them.
Supported in partVerified against the publisher's abstract
The abstract supports only the frame — capabilities are rooted in values and can harden into 'core rigidities' that inhibit innovation; it states no prediction that a failed course's assumptions ride along into a redirection.
“these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities.”
- So does one substantive prediction: that the failed course's assumptions ride along inside whatever is carried forward, which is why redirections tend to fail in ways that rhyme with the original failure.
- Ambidexterity (Exploit vs. Explore)
- that organizations focusing exclusively on exploitation risk obsolescence as environments change and competitors innovate
This sourceShows that the same core capabilities firms exploit become 'core rigidities' that inhibit innovation — the mechanism by which exploitation-focused organizations risk obsolescence as conditions change.
Supported in partVerified against the publisher's abstract
Abstract shows core capabilities breed 'core rigidities' that inhibit innovation — a mechanism behind, but not itself, the claim that exploitation-only firms risk obsolescence.
“traditional core capabilities have a down side that inhibits innovation, here called core rigidities”
- that organizations focusing exclusively on exploitation risk obsolescence as environments change and competitors innovate
- Diversity
- Listed in the references but not attached to a specific claim.
- System Slack
- Listed in the references but not attached to a specific claim.
- Three Horizons Analysis
- Listed in the references but not attached to a specific claim.
- Variation Strategies
- Listed in the references but not attached to a specific claim.
Domain-specific¶
Verification¶
Does it exist? Confirmed. This work's DOI resolves to a registered record, which fixes its identity. That is all it fixes.
Does it back the claim? Read against the text for 2 of 10 citations: 2 supported in part. Each verdict is shown under its citation below, with what in the work backs the sentence.
Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.
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Registry ID ref:c780fe354736 · see in the full table