The process of technological competence leveraging

Technologies are often amenable to uses for a range of markets, but yet are often underutilized, and consequently not all value is extractedfrom them. This article presents a longitudinal case study of a firm that successfully applied a fungible technology to products for its served market, but was unable to tap its considerable potential in new markets. The processes of resource allocation and resource transformation inhibited technology leveraging, shaped by the presence of a competence to serve current customers (a customer competence trap) and the lack of a competence to gain access to new customers (a marketing competence gap). Copyright (c) 2007 John Wiley & Sons, Ltd.