By Paul Bierly, Alok K. Chakrabarti (auth.), Professor Dr. Klaus Brockhoff, Professor Alok K. Chakrabarti PhD, Professor Dr. Dr. h. c. Jürgen Hauschildt (eds.)
Jorg Bensinger, a bunch head of Audi corporation's R&D leave ment, were anticipating lengthy to discover an opportunity to promote his thought of a four-wheel force for passenger automobiles to 1 of the board mem bers. Favorable stories were accumulated in force checks with the lItis, a jeep-like vehicle built to be used within the German military. The ex periences confirmed tremendous functionality on icy roads and in snow. Bensinger's probability got here in February of 1977, whilst he may perhaps check with Ferdinand Piech, then R&D vice chairman of Audi and a expertise buff. at the moment Audi wasn't relatively regarded as a tech nological chief within the public. expertise dependent suggestions have been anticipated from Mercedes or Porsche through many shoppers. Piech, Ben singer, and others sensed that introducing the four-wheel force to passenger autos might begin a strategic switch. less than nice secrecy improvement paintings and prototype building have been commissioned. One quandary looked to be area necessities for the gear-box. Hans Nedvidek, former race-track engineer within the Mercedes crew, was once assigned to the workforce, and he constructed an inventive option to the matter. It took till September of 1977 till different board mem bers have been expert, and after a few rallying the board discovered a con sensus within the subsequent month to authorize additional improvement steps for a four-wheel force motor vehicle. despite the fact that, Audi is a subsidiary of Volkswagen Corp. The accord of the a lot greater mom needed to be secured.
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Additional resources for The Dynamics of Innovation: Strategic and Managerial Implications
For this purpose we need first of all to refer to some specific characteristics of knowledge. Knowledge can be used any number of times without being exhausted. This explains the interest in its dissemination from the point of view of every other potential user of the knowledge, because dissemination helps to reduce specificity. The specificity can be maintained through non-dissemination and thereby becomes a basis for the attainment of "rents". Knowledge can be combined with other knowledge, thus creating new technologies that help to satisfy a wider range of needs.
However, this technological progress can also be "disruptive": an innovation which opens up previously undeveloped market segments, and enables value added there, even if a majority of customers detects underperformance with respect to characteristics presently held in high esteem (Christensen 1997, p. ). Established market players can easily overlook this kind of technological progress, because it appeals only to a small customer group, possibly allows only for lower margins at first, and does not (yet) meet the expectations of the mainstream customers.
The originally leading role of the auto manufacturer is, correspondingly, weakened in relative terms. This, in tum, can be an incentive to standardize the interfaces, in order to place suppliers under competitive pressure. 4 Disseminated knowledge in non-complex products (IV) As a consequence of standardized interfaces, several finns will offer modules in competition as the knowledge required for each module is increasingly disseminated. The definition of the interfaces makes division of labor in invention easier.