The process of technological competence leveraging
通过纵向案例研究，揭示了一家公司在将通用技术应用于新市场时，因客户能力陷阱和营销能力缺口而未能充分实现技术价值的过程。
Abstract Technologies are often amenable to uses for a range of markets, but yet are often underutilized, and consequently not all value is extracted from them. This article presents a longitudinal case study of a firm that successfully applied a fungible technology to products for its served market, but was unable to tap its considerable potential in new markets. The processes of resource allocation and resource transformation inhibited technology leveraging, shaped by the presence of a competence to serve current customers (a customer competence trap) and the lack of a competence to gain access to new customers (a marketing competence gap). Copyright © 2007 John Wiley & Sons, Ltd.