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Dominant design is a technology management concept introduced by Utterback and Abernathy in 1975, identifying key technological features that become a de facto standard.〔Suarez 2004〕 A dominant design is the one that wins the allegiance of the marketplace, the one that competitors and innovators must adhere to if they hope to command significant market following.〔Mastering the Dynamics of Innovation, Utterback (1994) Harvard Business School Press ISBN 0-87584-342-5 Library call numbers HD58.8.U87 1994 658.4'06—dc20, p 24.〕 When a new technology emerges (e.g. computer GUI operating systems) – often firms will introduce a number of alternative designs (e.g. Microsoft – Windows, Apple Inc. – Mac OS and IBM – OS/2). Updated designs will be released incorporating incremental improvements. At some point, an architecture that becomes accepted as the industry standard〔(Anderson and Tushman, 1990)〕 may emerge such as Microsoft Windows. The dominant design has the effect of enforcing or encouraging standardization so that production or other complementary economies can be sought. Utterback and Suarez (1993) argue that the competitive effects of economies of scale only become important after the emergence of a dominant design, when competition begins to take place on the basis of cost and scale in addition to product features and performance.〔Utterback, J. M. and F. F. Suarez (1993). 'Innovation, competition, and industry structure', Research Policy, 22 (1), p 1.〕 Dominant designs may not be better than other designs; they simply incorporate a set of key features that sometimes emerge due to technological path-dependence and not necessarily strict customer preferences. The often cited example is the QWERTY keyboard, specifically designed to overcome operative limitations on the mechanical typewriter but now almost universally preferred over other keyboard designs. Dominant designs end up capturing the allegiance of the marketplace and this can be due to network effects, technological superiority, or strategic manoeuvering by the sponsoring firms. Dominant designs are often only identified after they emerge. Some authors consider the dominant design as emerging when a design acquires more than 50% of the market share.〔Anderson, P., Tushman, M., 1990. Technological discontinuities and dominant designs: a cyclical model of technological change. Administrative Science Quarterly 35 (4), 604–635.〕 A more promising approach is to study the specific product innovations introduced by different firms over time to determine which ones are retained.〔Christensen, C.M., Suarez, F.F., Utterback, J., 1998. Strategies for survival in fast-changing industries. Management Science 44 (12), 207–220〕 ==Origins of the theory== Utterback and Abernathy first introduced the concept of 'dominant design' in 1975.〔James M. Utterback and William J. Abernathy, A Dynamic Model of Product and Process Innovation, Omega 3(6) (1975) 639-656.〕 They proposed that the emergence of a dominant design is a major milestone in an industry evolution and changed the way firms compete in an industry and thus, the type of organizations that succeed and prevail. A dominant design can be a new technology, product or a set of key features incorporated from different distinct technological innovations introduced independently in prior product variants. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Dominant design」の詳細全文を読む スポンサード リンク
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