Social and Structural Barriers to the IT Revolution in High-Tech Industries
University of California, Berkeley - Organizational Behavior & Industrial Relations Group
January 19, 1999
D. Rtischev and R. Cole, “Social and Structural Barriers to the IT Revolution in High-Tech Industries” in J. M. Bachnik, ed., “Roadblocks on the Information Highway: The IT Revolution in Japanese Education” Studies of Modern Japan, Lexington Books, Oxford, 2003, Chapter 6, pp. 127-153
Organizational discontinuity appears to be an important contributor to venture success in rapidly changing technological environments. Most Silicon Valley ventures are assemblies of human, technological, and financial resources and supplier/client relationships with disparate organizational heritage. Such ventures are not traceable as an extension of any single existing organization and thus constitute discontinuity from how production used to be organized. We analyze ways in which organizational discontinuity, under conditions of high technological uncertainty, contributes to new ventures' competitive advantage and expose difficulties inherent to simulating venturing within an existing industrial organization. We use a comparative framework to expose the relative abundance of organizational discontinuity in the U.S. high technology sector and identify institutional barriers that stifle it in its Japanese counterpart.
Number of Pages in PDF File: 29
Keywords: entrepreneurship, ventures, innovation, Silicon Valley, Japan
JEL Classification: M13, O32, L14Accepted Paper Series
Date posted: April 20, 2012
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