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.

Type

Journal article

Intellectual base

Primary research

Year

1992

DOI

10.1002/smj.4250131009

Link

https://doi.org/10.1002/smj.4250131009

Cited from

biology_ecology, futurism_foresight, organizational_management, systems_cybernetics

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. Bibliography-only (Tier C); not cited in the body.

• 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.

• 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.

• 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

• Capability Management in Business
  • Leonard-Barton analyzes core capabilities as intertwined knowledge and skill bases, technical systems, managerial systems, and values, and shows that the same embedded strengths can become core rigidities in product development.

Verification

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Registry ID ref:c780fe354736 · see in the full table