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從動態競爭觀點審視作業流程管理的創新與改進
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the follower cannot replace the leaderʼs best practice regardless of the similarity of resources.
In the left panel of Figure 2, low resource similarity cannot provide the follower effective
learning from the leaderʼs process. Therefore, the follower has to experiment with various
innovative processes, bearing the risk of exploring unknown territories. Figure 2c, however,
shows that the competitive tension drops below zero at month 18.5, which indicates that the
follower is no longer a threat to the leader’s market position; that is, the follower’s process
terminates.
Figure 2 Operational Performance under Constant-Fraction Capability Development
Trade-Off