2013 年 46 巻 5 号 p. 72-86
This paper examines whether a cognition framework based upon the accumulation of technological knowledge results not only in a level of inertia that prevents the company from responding to technological innovation, but also in this inertia remaining in the organisation after the technological transition. As examples, the contrasting behaviours of quartz crystal device pure−play companies in Japan and the general electronics manufacturer Kyocera are used. In the event that they transit to new technology, the former companies adhere to the development pathway established for previous products, because of their astute understanding of the limitations of their specialist technologies, whereas the latter company exhibits aggressive technological innovation as a result of its less in−depth understanding of those limitations.
