From Acting What’s next to Speeding Trap: Co-Evolutionary Dynamics of an Emerging Technology-Leader

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Title:	From Acting What’s next to Speeding Trap: Co-Evolutionary Dynamics of an Emerging Technology-Leader
Authors:	Wen, Sonya H.;Lee, Ji-Ren
Contributors:	淡江大學企業管理學系
Keywords:	dynamic capabilities;emerging economies;organizational routine;strategic renewal;technological innovation
Date:	2013-12
Issue Date:	2014-03-10 11:41:57 (UTC+8)
Publisher:	Canada: Science and Education Centre of North America
Abstract:	How does technological innovation emerge and evolve? We approach such an inquiry by synthesizing the perspectives of dynamic capabilities and co-evolutionary dynamics to portray organizational routines and multi-phase strategic renewals of an emerging technology-leader. To untangle the emergence of technological innovation, we conducted a longitudinal case study on the first and the largest dedicated semiconductor foundry, TSMC, located in the emerging economy of Taiwan. The firm-case of TSMC illustrates two unique co-evolutionary paths, that is, transforming from industry-latecomer to technology-leader and from process innovation to product innovation. We found multi-motor co-evolutionary dynamics between TSMC and the semiconductor industry, where its co-evolutionary mechanism of managed selection in its creating phase of mature process-innovation (1987-1998) has migrated to hierarchical renewal in its extending phase of advanced process-innovation (1999-2001), and then to holistic renewal in its modifying phase of product-innovation (2002-2007). During such paths, our research discovered a unique type of organizational routines, acting what’s next because TSMC has proactively searched for potential problems sooner than its competitors. However, such routines, although driving technological innovation, also lead to a unique type of success-trap, that is, speeding trap. When an emerging technology-leader fundamentally changes the industrial structures to over-specs, the growth driven by technology speeding may trap such a leader in a loop of over-exploration.
Relation:	Journal of Business & Management 2(4), pp.1-21
Appears in Collections:	[Graduate Institute & Department of Business Administration] Journal Article

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