C K Prahalad
Datos Biográficos
| ID | 4003601 |
|---|---|
| NOMBRE | C K Prahalad |
| NOMBRES | C K |
| APELLIDO | Prahalad |
| FIRMA | PRAHALAD C K |
| AFILIACIONES | University of Michigan |
| VERIFICADO | No |
| TOTAL DE OBRAS | 9 |
| TOTAL DE CITAS | 13 |
| TOTAL COMO AUTOR | 9 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 1977 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2012 |
| ÍNDICE H | 1 |
Bottom of the Pyramid as a Source of Breakthrough Innovations
In this paper, I identify the bottom of the pyramid ( BOP ) markets as a new source of radical innovation. By focusing managerial attention on creating awareness, access, affordability, and availability (4 As ), managers can create an exciting environment for innovation. I suggest that external constraints can be utilized to build an innovation sandbox within which new products and business models can be created. Using a live example of such an i…
Co‐creating unique value with customers
The traditional system of company‐centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co‐creation experiences, resulting in value that is truly unique to each individual. The authors see a new frontier in value creation emerging, replete with fresh opportunities. In this new f…
Co-creation experiences
Consumers today have more choices of products and services than ever before, but they seem dissatisfied. Firms invest in greater product variety but are less able to differentiate themselves. Growth and value creation have become the dominant themes for managers. In this paper, we explain this paradox. The meaning of value and the process of value creation are rapidly shifting from a product- and firm-centric view to personalized consumer experie…
Selling out the Poor
Selling to the Poor
A Resource-Based Theory of the Firm
This paper develops a resource-based—knowledge-based—theory of the firm. Its thesis is that the organizational mode through which individuals cooperate affects the knowledge they apply to business activity. We focus on the polar cases of organization within a firm as compared to market contracting. There will be a difference in the knowledge that is brought to bear, and hence in joint productivity, under the two options. Thus, as compared to oppo…
The dominant logic
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, predictive theory of successful diversification. They are, at best, partial explanations. The purpose of this paper is to propose an additional ‘linkage’, conceptual at this stage, that might help our understanding of the cru…
Technological innovation and interdependence
Kinetic conditions preventing the eradication of human leukemia
Kinetic conditions preventing the eradication of human leukemia
Technological innovation and interdependence
The dominant logic
Current research offers alternative explanations to the ‘linkage’ between the pattern of diversification and performance. At least four streams of research can be identified. None of these can be considered to be a reliable, predictive theory of successful diversification. They are, at best, partial explanations. The purpose of this paper is to propose an additional ‘linkage’, conceptual at this stage, that might help our understanding of the cru…
A Resource-Based Theory of the Firm
This paper develops a resource-based—knowledge-based—theory of the firm. Its thesis is that the organizational mode through which individuals cooperate affects the knowledge they apply to business activity. We focus on the polar cases of organization within a firm as compared to market contracting. There will be a difference in the knowledge that is brought to bear, and hence in joint productivity, under the two options. Thus, as compared to oppo…
Co‐creating unique value with customers
The traditional system of company‐centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co‐creation experiences, resulting in value that is truly unique to each individual. The authors see a new frontier in value creation emerging, replete with fresh opportunities. In this new f…
Co-creation experiences
Consumers today have more choices of products and services than ever before, but they seem dissatisfied. Firms invest in greater product variety but are less able to differentiate themselves. Growth and value creation have become the dominant themes for managers. In this paper, we explain this paradox. The meaning of value and the process of value creation are rapidly shifting from a product- and firm-centric view to personalized consumer experie…
Selling out the Poor
Selling to the Poor
Bottom of the Pyramid as a Source of Breakthrough Innovations
In this paper, I identify the bottom of the pyramid ( BOP ) markets as a new source of radical innovation. By focusing managerial attention on creating awareness, access, affordability, and availability (4 As ), managers can create an exciting environment for innovation. I suggest that external constraints can be utilized to build an innovation sandbox within which new products and business models can be created. Using a live example of such an i…
Business (7 obras) · Computer Science (4 obras) · Economics (4 obras) · Industrial organization (4 obras) · Marketing (4 obras) · Political science (4 obras) · Business model (2 obras) · Business Strategy and Innovation (2 obras) · Co-Creation (2 obras) · Experimental Behavioral Economics Studies (2 obras)