The aim of the paper is to investigate how a given entrepreneurial firm can substitute the traditional innovation resources (R&D investment, patenting competences and specialized human capital) and what kind of different resources can be deployed in order to achieve a technology change. To point out the role of these particular resources we introduce the concept of dynamic entrepreneurial capabilities, and distinguish it from substantive entrepreneurial capabilities, two concepts which shall underpin our findings. We chose as research setting the Italian glass industry since it has always had a prominent role in defining new technological dominant design for the whole worldwide glass industry. This paper presents a longitudinal study carried out in the Italian etched glass industry. We observed a small Italian firm, Vetromed, for a 7-year period after its decision to implement technology change. Our findings suggest that Vetromed innovated its technology by developing and integrating three dynamic entrepreneurial capabilities, defined as higher order abilities, namely: distributed entrepreneurial insights; entrepreneurial heuristics; entrepreneurial flexibility
Il cambiamento tecnologico e le capacità imprenditoriali: il caso del vetro acidato
LANZA, Andrea;M. Passarelli
2009-01-01
Abstract
The aim of the paper is to investigate how a given entrepreneurial firm can substitute the traditional innovation resources (R&D investment, patenting competences and specialized human capital) and what kind of different resources can be deployed in order to achieve a technology change. To point out the role of these particular resources we introduce the concept of dynamic entrepreneurial capabilities, and distinguish it from substantive entrepreneurial capabilities, two concepts which shall underpin our findings. We chose as research setting the Italian glass industry since it has always had a prominent role in defining new technological dominant design for the whole worldwide glass industry. This paper presents a longitudinal study carried out in the Italian etched glass industry. We observed a small Italian firm, Vetromed, for a 7-year period after its decision to implement technology change. Our findings suggest that Vetromed innovated its technology by developing and integrating three dynamic entrepreneurial capabilities, defined as higher order abilities, namely: distributed entrepreneurial insights; entrepreneurial heuristics; entrepreneurial flexibilityI documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
