This paper looks at the different strategies that two of the tire industry’s most prominent players, Pirelli and Michelin, deployed to exploit a radical process innovation: robotized, modular manufacturing. This paper argues that Pirelli, originally the technological follower, could develop a more nuanced, complex and ultimately successful strategy thanks to its superior knowledge integration capabilities. Empirically, we examine the structural characteristics and evolution of inventors’ networks in the two companies to reveal their knowledge integration capabilities. We apply the cohesive blocking method developed by White and Harary (Sociol Methodol 31(1):305–359, 2001) to argue that Pirelli, while relying on comparable skills in terms of technical fields, leveraged a more connected, cohesive and structured skills than Michelin. On this basis, it could develop and deploy a more complex strategy that better fit the characteristics of the new process technology. Pirelli’s knowledge network structure enhanced its knowledge integration capabilities and allowed for a more efficient fit between technology and strategy.

本文研究了倍耐力和米其林这两个轮胎行业最杰出的企业，他们采用了不同的策略来开发根本性的流程创新：机器人化，模块化制造。本文认为，倍耐力最初是技术追随者，得益于其卓越的知识整合能力，它可以制定出更加细微，复杂和最终成功的战略。根据经验，我们检查了两家公司中发明人网络的结构特征和演化，以揭示他们的知识整合能力。我们采用了怀特和哈拉里（White and Harary）提出的凝聚力阻止方法（Sociol Methodol 31（1）：305–359，2001）认为，倍耐力在依靠技术领域的可比技能的同时，利用了更紧密联系，凝聚力和结构化的技能比米其林 在此基础上，它可以开发和部署更适合新工艺技术特征的更复杂的策略。倍耐力的知识网络结构增强了其知识整合能力，并使技术与战略之间的整合更为有效。