Managing Complementary Assets to Build Cross-Functional Ambidexterity: The Transformation of Huawei Mobile

ABSTRACT During technology transitions, incumbents are frequently faced with the ambidextrous challenge of exploiting existing capabilities and exploring new ones. While extant studies focus on radical changes in the product domain, we notice radical changes can happen in both product and market domains. Pioneering studies indicate that cross-functional ambidexterity addresses this challenge at the business-unit level by juxtaposing exploration and exploitation across different functional domains (particularly in product and market domains) and that complementary assets address this challenge at the organizational level. However, how efforts at two levels can be combined to build cross-functional ambidexterity and what roles complementary assets play remain unclear. Therefore, this study conducts an in-depth case study of Huawei Mobile, which managed to achieve superior performance during a technology transition that triggers radical changes in both product and market domains. We find that multi-level synergies contribute to the transition process. Specifically, cross-functional ambidexterity is constructed by prioritizing exploration in the product domain ahead of that in the market domain, and that it generates learning, brand and channel extension, matching, and brand alliance benefits at the business-unit level. Complementary assets help to reduce the uncertainty of exploration and resolve functional conflicts at the organizational level.

Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them

The resource-based view (RBV) makes a significant contribution to strategy by explaining the relationship between resources and firm performance. Particularly in low uncertainty markets, executives have the foresight and time to build strategically valuable resources in current markets and leverage them into related markets. RBV is also relevant for understanding strategies for market entry, extending the value of technology resources, and broadening the locus of resources within ecosystems. Conversely, in high uncertainty markets like nascent or disrupted ones, RBV seems less germane. Resources may not yet exist or their value (and rarity) may be indeterminate (or changing). Here, we contribute the Strategy Creation (SC) view—joining strategizing by doing, thinking, and shaping. It offers a strategic logic that fits highly uncertain markets. Finally, we contribute the insight that RBV and SC are complements under moderate uncertainty, such as growth markets and technology transitions. Overall, we propose that uncertainty forms a crucial boundary condition for RBV that distinguishes between qualitatively different strategic logics.

A policy roadmap for negative emissions using direct air capture

Negative emission strategies are central to avoiding catastrophic climate change. Engineered solutions such as direct air capture are far from cost-competitive. As past low-carbon technology transitions suggest, this calls for policy and political strategies beyond carbon pricing. We adopt a policy sequencing perspective that identifies policies that could create niche markets, building political support for later widespread deployment of direct air capture. Climate leaders could pursue an “incentives + mandates” policy strategy targeted at the oil and gas industry. These early moves could create global spillovers for follower countries by reducing technology cost and facilitating knowledge transfer through global firms.

History of Human Factors in US Navy Aircraft Cockpit Design: 1969-2019

In order to preserve some important historical information and perspective, this paper will present human factors engineering innovations and success stories in aircraft cockpit design for the US Navy and US Marine Corps over the last 50 years. This is a story of close collaboration between human factors professionals serving as active duty military, civilian government employees, and contractors. We focus on what was accomplished and how advanced technologies and processes were transitioned from laboratory to the fleet through systems acquisition. Timely transition of user interface technologies was critical to many of these successes. Impacts of these technology transitions are highlighted. We will demonstrate how a combination of organization, staffing, and risk tolerance allowed the US Navy to efficiently transition advanced crew station and other technologies successfully to military aircraft.

Bare die connections via aerosol jet technology for millimeter wave applications

This paper presents a comparison of chip connections using aerosol jet (AJ) and bond technology on low-cost printed circuit board (PCB) substrates. First, the behavior of the used gap filler material and the used silver ink for AJ technology on PCBs are characterized. In addition to comparing the radio frequency (RF) performance (DC to 67 GHz) of the two technologies, the mechanical stability is also compared. While the AJ technology transitions score above all for their RF performance and the lower requirements (surface finish, pad size, and adhesion) on the PCB, the bonding technology has clear advantages, especially with a different coefficient of thermal expansion values of the substrates to be connected. Finally, the measurement results of a complete package are shown, whereby the chip connection is realized once by means of AJ and once by bonding wires.