Path-dependent product development and Fiat's takeover of Lancia in 1969: meta-routines for design selection between synergies and brand autonomy
研究了1969年菲亚特收购蓝旗亚后，为何未能利用路径改变机会转向更灵活的产品组合策略，反而导致蓝旗亚失去高端品牌身份，分析了设计选择元惯例在路径依赖和锁定中的作用。
Fiat's acquisition of Lancia in 1969 represented an opportunity for Fiat to strengthen its position in the upper end of the European market. However, Lancia lost its brand identity as a high quality car manufacture, while the Fiat Group remained focused upon the lower end of the market. This article addresses why path-changing opportunities towards more flexible output-mix strategies that emerged at Fiat before and after acquiring Lancia did not unfold. It identifies and analyses the meta-routines for new design selection as the dynamic link between initial conditions of path dependence (development of design hierarchies at Fiat) and lock-in (an output-mix skewed towards utilitarian cars).