Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms

Nisar, Arsalan; Ruiz López, Felipe y Palacios Fernández, Miguel (2013). Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms. "Renewable and Sustainable Energy Reviews", v. 22 ; pp. 438-445. ISSN 1364-0321. https://doi.org/10.1016/j.rser.2013.01.039.

Descripción

Título: Organisational learning, strategic rigidity and technology adoption: Implications for electric utilities and renewable energy firms
Autor/es:
  • Nisar, Arsalan
  • Ruiz López, Felipe
  • Palacios Fernández, Miguel
Tipo de Documento: Artículo
Título de Revista/Publicación: Renewable and Sustainable Energy Reviews
Fecha: Junio 2013
Volumen: 22
Materias:
Palabras Clave Informales: Electric utilities; Renewable energy technologies; Technology adoption; Firm performance; Core capabilities
Escuela: E.T.S.I. Industriales (UPM)
Departamento: Ingeniería de Organización, Administración de Empresas y Estadística
Licencias Creative Commons: Reconocimiento - Sin obra derivada - No comercial

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Resumen

This paper examines the implications of strategic rigidness for technology adoption behaviours among electric utilities. Such behaviours lead to heterogeneity in firm performance and consequently affect the electric utility industry. The paper's central aim is to identify and describe the implications of strategic rigidness for a utility firm's decision making in adopting newer renewable energy technologies. The findings indicate that not all utility firms are keen to adopt these new technologies, as these firms have traditionally been operating efficiently with a more conventional and mature technological arrangement that has become embedded in the organisational routine. Case studies of Iberdrola S.A. and Enel S.p.A. as major electric utilities are detailed to document mergers and acquisitions and technology adoption decisions. The results indicate that technology adoption behaviours vary widely across utility firms with different organisational learning processes and core capabilities.

Más información

ID de Registro: 16151
Identificador DC: http://oa.upm.es/16151/
Identificador OAI: oai:oa.upm.es:16151
Identificador DOI: 10.1016/j.rser.2013.01.039
URL Oficial: http://www.sciencedirect.com/science/article/pii/S1364032113000701
Depositado por: Biblioteca ETSI Industriales
Depositado el: 03 Jul 2013 07:06
Ultima Modificación: 24 Feb 2017 15:34
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