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Dear Internet,

You promise so much information, yet you will not let me have what I most want this Sunday morning. At least not without a subscription to a database that can not be subscribed to by individuals.

Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development

Strategic Management Journal, Vol. 13, Special Issue: Strategy Process: Managing Corporate Self-Renewal (Summer, 1992), pp. 111-125
Published by: John Wiley & Sons

Abstract

This paper examines the nature of the core capabilities of a firm, focusing in particular on their interaction with new product and process development projects. Two new concepts about core capabilities are explored here. First, while core capabilities are traditionally treated as clusters of distinct technical systems, skills, and managerial systems, these dimensions of capabilities are deeply rooted in values, which constitute an often overlooked but critical fourth dimension. Second, traditional core capabilities have a down side that inhibits innovation, here called core rigidities. Managers of new product and process development projects thus face a paradox: how to take advantage of core capabilities without being hampered by their dysfunctional flip side. Such projects play an important role in emerging strategies by highlighting the need for change and leading the way. Twenty case studies of new product and process development projects in five firms provide illustrative data.

God, it taunts me like those crazy Baskin Robbins “Ice Cream and Cake!” commercials. It’s in my head: “Core Capabilities and Core Rigidities! Core Capabilities and Core Rigidities!”

I’ll find a way to get you, article. Oh, I will. And the sport of it will be accessing you, somehow, for free. The way internet information is supposed to be.