David J. Teece is the Thomas W. Tusher Professor in Global Business at the University of California’s Haas School of Business (Berkeley). He is also the director of the Center for Global Strategy and Governance and faculty director of the school’s Institute for Business Innovation. He is the author of over 30 books and 200 scholarly papers and co-editor of the Palgrave Encyclopedia of Strategic Management. Dr. Teece has received seven honorary doctorates and has been recognized by Royal Honors. Continue to full bio…
The Scholar Entrepreneur
Innovation and its application are what drive economic growth and wealth creation in capitalist societies
that have sound macroeconomic policies and good infrastructure. Entrepreneurs, as the Austrian
economist Joseph Schumpeter reminds us, are essential to the application of new technology and
business models to practical problems. Discovering and developing “new combinations” of technologies
are core to this process. But it does not happen automatically.
Entrepreneurs provide the vision,
wisdom, commitment, and sweat to help make it happen. They are the catalysts for change and
improvement in the economic system.
Scholars probe for deep explanations and fundamental truths. They help develop an understanding of
complex phenomenon; they also try to teach and mentor. They are not usually entrepreneurs. Their
penchant is for reflection, not for doing.
Being both “reflective” and a “doer” may seem like an oxymoron, but it is not. Doing, and doing
the right things, are different activities and require different skills. The competent scholar-entrepreneur
has a chance to be reflective while doing the right things… the things that produce positive results in
the marketplace and yield social value. This quest to be both reflective and entrepreneurial, hopefully
employing practical wisdom, has animated my activities.
Governor-General Jerry Mateparae presented Berkeley Research Group Chairman David Teece with the Companion of the New Zealand Order of Merit (CNZM) for services to New Zealand-United States relations. Read more about the honor. Visit the New Zealand Honours page.
David Teece writes about Apple and its dynamic capabilities in the post-Steve Jobs era. “I am fascinated by the bipolar swings in sentiment toward Apple Inc. Last September, it was a magical company that could do no wrong. But by mid-April, Apple’s share price had plunged more than 40 percent, from a peak of $705 to […]
A revolution is coming to U.S. higher education, one that will sweep away an archaic business model, erase the value of many venerable brands, and enhance the brands of new entrants and nimble incumbents. It will be a tough time for many U.S. colleges and universities but great news for the rest of the world.
In a presentation at Claremont McKenna College, Haas Business School Professor David Teece delivered the important message that the development of knowledge assets and capabilities are now central to competitive advantage. Dr. Teece said that, “The flow of information, the expansion of markets, and easier access to complementary assets are stripping away traditional sources of competitive advantage, leaving knowledge and competence as the difficult-to-replicate bottleneck assets which anchor enterprise level competitive advantage. Scale and scope advantages are of limited value on such environments.”
Haas Business School Professor David Teece has received the Companion of the New Zealand Order of Merit for his services to New Zealand/United States relations. It is a Royal Honour and is bestowed by the Governor General on behalf of Queen Elizabeth II. The Order of Merit is awarded to those “who in any field of endeavor have rendered meritorious service to the Crown and nation or who have become distinguished by their eminence, talents, contributions or other merits.”
“I am honored that there is sufficient interest in my work in Japan to justify a Japanese translation of Dynamic Capabilities and Strategic Management. Although there are important differences between the business contexts in Japan and the United States, Japanese firms must function in the same turbulent environments as firms in the United States or Europe. The dynamic capabilities framework is not tied to a specific set of operational or institutional circumstances. Instead, it is designed to help top management analyze, respond, and even shape these environments in order to build sustainable competitive advantage. For this reason, the logic of dynamic capabilities should apply as much in Japan as elsewhere.
David Teece spoke on his paper “Reasoning about Reasonable Royalties: Evaluating Patent Licensing in Platform Based Industries” in the Haas Institute for Business Innovation’s Spring 2013 Oliver Williamson Seminar on Institutional Analysis. Dr. Teece coauthored the paper with Ed Egan, Peter Grindley, and Ed Sherry. Visit the event website or read the paper.