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In order to understand better the organizational sources of continuous innovation, this paper provides an in‐depth analysis of Oticon A/S, a leading company in the hearing‐aid industry, which showed an impressive ability to develop new products in the nineties. Findings highlight that dynamic capabilities are made up of: knowledge creation and absorption, knowledge integration and knowledge reconfiguration. Discussion links the findings to previous literature and shows how these knowledge‐based processes are all based on a coherent mix of organizational resources.
|Additional Information:||This is a pre-copyedited, author-produced PDF of an article accepted for publication in Industrial and Corporate Change following peer review. The version of record Verona, G & Ravasi, D (2003). Unbundling dynamic capabilities: An exploratory study of continuous product innovation. Industrial and Corporate Change, 12(3), pp. 577-606. is available online at: http://dx.doi.org/10.1093/icc/12.3.577|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management|
|Divisions:||Cass Business School > Faculty of Management|
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