Bibliography

Innovation as a means, not an end

Keywords: drivers of innovation, environment, mission, purpose, resource, SWOT, vision

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• (Video) Fast food nation (Richard Linklater)
• (Video) Unsafe at any speed (Ralph Nader)
• (Video) The Zinnovants “Innovation in tune with your strategy”
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• (Article) Child, J. (1997). Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect. Organization Studies, 18(1), 43-76.
• (Article) Cho, H. J., & Pucik, V. (2005). Relationship between innovativeness, quality, growth, profitability, and market value. Strategic Management Journal, 26(6), 555-575.
• (Article) Covin J.G. & Slevin D. P. (1989) Strategic management of small firms in hostile and benign environments. Strategic Management Journal, 10 (January): 75-87.
• (Article) Dobni, C.B. (2010). The relationship between an innovation orientation and competitive strategy. International Journal of Innovation Management, 14(2), 331 – 357.
• (Article) Jayaram, J., Oke, A., & Prajogo, D. (2014). The antecedents and consequences of product and process innovation strategy implementation in Australian manufacturing firms. International Journal of Production Research, 52(15), 4424-4439.
• (Article) Kalay, F., & Lynn, G. (2015). The Impact of Strategic Innovation Management Practices on Firm Innovation Performance. Research Journal of Business and Management, 2(3), 412-429.
• (Article) Mintzberg, H. (1978). Patterns in strategy formation. Management Science, 24(9), 934-948.
• (Article) Prajogo, D. I. (2016). The strategic fit between innovation strategies and business environment in delivering business performance. International Journal of Production Economics, 171, 241-249.
• (Article) Rosenbusch, N., Brinckmann, J., & Bausch, A. (2011). Is innovation always beneficial? A meta-analysis of the relationship between innovation and performance in SMEs. Journal of Business Venturing, 26(4), 441-457.
• (Article) Sirmon, D. G., Hitt, M. A., Ireland, R. D., & Gilbert, B. A. (2011). Resource orchestration to create competitive advantage: Breadth, depth, and life cycle effects. Journal of Management, 37(5), 1390-1412.
• (Article) Wadho, W., & Chaudhry, A. (2018). Innovation and firm performance in developing countries: The case of Pakistani textile and apparel manufacturers. Research Policy, 47(7), 1283-1294.
• (Article) Zajac, E.J., Kraatz, M.S., & Bresser, R.K. (2000). Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic Management Journal, 429-453.

Key success factors and sources of competitive advantages

Keywords: big data, competitive advantage, corporate resources, external analysis, five-force framework, internal analysis, new entrants, PESTEL, Porter’s framework, resource-based view.

• (Book) Shapiro, C., Carl, S., & Varian, H. R. (1998). Information rules: a strategic guide to the network economy. Harvard Business Press.
• (Book) Vullings, R., & Heleven, M. (2016). Not Invented Here”, CrossIndustry Innovation, Carl Hanser Verlag GmbH Co KG
• (Video) Stephen Shapiro’s Innovation Philosophy
• (Article) Acedo, F. J., Barroso, C., & Galan, J. L. (2006). The resource‐based theory: dissemination and main trends. Strategic Management Journal, 27(7), 621-636.
• (Article) Adner, R., & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24(10), 1011-1025.
• (Article) Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and business strategy. Management Science, 32(10), 1231-1241.
• (Article) Barney, J. (1991). ‘Firm resources and sustained competitive advantage’. Journal of Management, 17, 99-120.
• (Article) Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650.
• (Article) Black, J. A., & Boal, K. B. (1994). Strategic resources: Traits, configurations and paths to sustainable competitive advantage. Strategic Management Journal, 15(S2), 131-148.
• (Article) Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business intelligence and analytics: From big data to big impact. MIS quarterly, 36(4).
• (Article) Danneels, E. (2002). The dynamics of product innovation and firm competences. Strategic Management Journal, 23(12), 1095-1121.
• (Article) Denrell, J., Fang, C., & Zhao, Z. (2013). Inferring superior capabilities from sustained superior performance: A Bayesian analysis. Strategic Management Journal, 34(2), 182-196.
• (Article) Dougherty, D., & Dunne, D. D. (2011). Organizing ecologies of complex innovation. Organization Science, 22(5), 1214-1223.
• (Article) Furr, N., & Kapoor, R. (2017). Capabilities, technologies, and firm exit during industry shakeout: Evidence from the global solar photovoltaic industry. Strategic Management Journal.
• (Article) Granstrand, O., Patel, P., & Pavitt, K. (1997). Multi-technology corporations: why they have “distributed” rather than “distinctive core” competencies. California Management Review, 39(4), 8-25.
• (Article) Hall, R. (1993). A framework linking intangible resources and capabiliites to sustainable competitive advantage. Strategic Management Journal, 14(8), 607-618.
• (Article) Henderson, R., & Cockburn, I. (1994). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal, 15(S1), 63-84.
• (Article) Henderson, R., & Mitchell, W. (1997). The interactions of organizational and competitive influences on strategy and performance. Strategic Management Journal, 18(S1), 5-14.
• (Article) Hoopes, D. G., Madsen, T. L., & Walker, G. (2003). Guest editors’ introduction to the special issue: why is there a resource‐based view? Toward a theory of competitive heterogeneity. Strategic Management Journal, 24(10), 889-902.
• (Article) Klenner, P., Hüsig, S., & Dowling, M. (2013). Ex-ante evaluation of disruptive susceptibility in established value networks—When are markets ready for disruptive innovations?. Research Policy, 42(4), 914-927.
• (Article) Leavy, B. (2003). Assessing your strategic alternatives from both a market position and core competence perspective. Strategy & Leadership, 31(6), 29-35.
• (Article) Lewin, A. Y., Long, C. P., & Carroll, T. N. (1999). The coevolution of new organizational forms. Organization Science, 10(5), 535-550.
• (Article) Li, H., & Atuahene-Gima, K. (2001). Product innovation strategy and the performance of new technology ventures in China. Academy of Management Journal, 44(6), 1123-1134.
• (Article) Liao, J. J., Kickul, J. R., & Ma, H. (2009). Organizational dynamic capability and innovation: An empirical examination of internet firms. Journal of Small Business Management, 47(3), 263-286.
• (Article) Makadok, R. (2001). Toward a synthesis of the resource‐based and dynamic‐capability views of rent creation. Strategic Management Journal, 22(5), 387-401.
• (Article) Markides, C. C., & Williamson, P. J. (1996). Corporate diversification and organizational structure: A resource-based view. Academy of Management Journal, 39(2), 340-367.
• (Article) Nalebuff , B.J. Adam M. Brandenburger, (1997),”Co-opetition: Competitive and cooperative business strategies for the digital economy”, Strategy & Leadership, 25(6), 28 – 33
• (Article) Oliver, Ch.  (1997). Sustainable competitive advantage: Combining institutional and resource-based views. Strategic Management Journal, 697-713.
• (Article) Parmar, R., Mackenzie, I., Cohn, D., & Gann, D. (2014). The new patterns of innovation. Harvard Business Review, 92(1), 2.
• (Article) Patel, P., & Pavitt, K. (1997). The technological competencies of the world’s largest firms: complex and path-dependent, but not much variety. Research Policy, 26(2), 141-156.
• (Article) Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource‐based view. Strategic Management Journal, 14(3), 179-191.
• (Article) Porter, M. 1996. What is Strategy? Harvard Business Review: 61-78
• (Article) Ray, G., Barney, J. B., & Muhanna, W. A. (2004). Capabilities, business processes, and competitive advantage: choosing the dependent variable in empirical tests of the resource‐based view. Strategic Management Journal, 25(1), 23-37.
• (Article) Saebi, T., Lien, L., & Foss, N. J. (2017). What drives business model adaptation? The impact of opportunities, threats and strategic orientation. Long range planning, 50(5), 567-581.
• (Article) Salancik, G. R., & Meindl, J. R. (1984). Corporate attributions as strategic illusions of management control. Administrative Science Quarterly, 238-254.
• (Article) Schreyögg, G., & Kliesch‐Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual‐process model of capability dynamization. Strategic Management Journal, 28(9), 913-933.
• (Article) Simpson, D. G. (1998). Why most strategic planning is a waste of time and what you can do about it. Long Range Planning, 31(3), 476-480.
• (Article) Sirmon, D. G., Hitt, M. A., & Ireland, R. D. (2007). Managing firm resources in dynamic environments to create value: Looking inside the black box. Academy of Management Review, 32(1), 273-292.
• (Article) Thornhill, S., & Amit, R. (2003). Learning about failure: Bankruptcy, firm age, and the resource-based view. Organization Science, 14(5), 497-509.
• (Article) Tripsas, M. (1997). Unraveling the process of creative destruction: Complementary assets and incumbent survival in the typesetter industry. Strategic Management Journal, 18(S1), 119-142.
• (Article) Uzunca, B. (2018). A Competence-Based View of Industry Evolution: The Impact of Submarket Convergence on Incumbent− Entrant Dynamics. Academy of Management Journal, 61(2), 738-768.
• (Article) Wamba, S. F., Gunasekaran, A., Akter, S., Ren, S. J. F., Dubey, R., & Childe, S. J. (2017). Big data analytics and firm performance: Effects of dynamic capabilities. Journal of Business Research, 70, 356-365.
• (Article) Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171-180.
• (Article) Winter, S. (2003). ‘Understanding dynamic capabilities’. Strategic Management Journal, 24, 991-995.
• (Article) Yoffie, D. B., & Kwak, M. (2006). With friends like these: The art of managing complementors. Harvard Business Review, 84(9), 88-98
• (Article) Zahra, S. A. (1993). Environment, corporate entrepreneurship, and financial performance: A taxonomic approach. Journal of Business Venturing, 8(4), 319-340.
• (Article) Zahra, S. A. (1996). Goverance, ownership, and corporate entrepreneurship: The moderating impact of industry technological opportunities. Academy of Management Journal, 39(6), 1713-1735.
• (Article) Zollo, M., & Winter, S.G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3): 339-351.

Purpose: managing stakeholder expectations

Keywords: business ethics, corporate purpose, expectation management, KPI, Luddites, responsible innovation, shareholders and stakeholder, strategic horizons

• (Book) Baghai, M., Coley, S., & White, D. (2000). The alchemy of growth: Practical insights for building the enduring enterprise. Da Capo Press.
• (Book) Jonas, H. (1985). The imperative of responsibility: In search of an ethics for the technological age. University of Chicago press.
• (Book) Pavie, X. (2012). Innovation-responsable: stratégie et levier de croissance des organisations. Editions Eyrolles.
• (Video) The Zinnovants “Why innovate?”
• (Article) Ahlstrom, D. (2010). Innovation and growth: How business contributes to society. Academy of Management Perspectives, 24(3), 11-24.
• (Article) Austin, J., Stevenson, H., & Wei‐Skillern, J. (2006). Social and commercial entrepreneurship: same, different, or both?. Entrepreneurship Theory and Practice, 30(1), 1-22.
• (Article) Bowen, F. E., Rostami, M., & Steel, P. (2010). Timing is everything: A meta-analysis of the relationships between organizational performance and innovation. Journal of Business Research, 63(11), 1179-1185.
• (Article) Camillus, J. C. (2008). Strategy as a wicked problem. Harvard Business Review, 86(5), 98.
• (Article) Clarke, T. (1998). The stakeholder corporation: A business philosophy for the information age. Long Range Planning, 31(2), 182-194.
• (Article) Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of corporate sustainability on organizational processes and performance. Management Science, 60(11), 2835-2857.
• (Article) Flammer, C., & Bansal, P. (2017). Does a long‐term orientation create value? Evidence from a regression discontinuity. Strategic Management Journal, 38(9), 1827-1847.
• (Article) Frey, C. B., & Osborne, M. A. (2017). The future of employment: how susceptible are jobs to computerisation?. Technological Forecasting and Social Change, 114, 254-280.
• (Article) Gobble, M. M. (2015). The case against disruptive innovation. Research-Technology Management, 58(1), 59-63.
• (Article) Gottschalg, O., & Zollo, M. (2007). Interest alignment and competitive advantage. Academy of Management Review, 32(2), 418-437.
• (Article) Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R., & Lounsbury, M. (2011). Institutional complexity and organizational responses. Academy of Management Annals, 5(1), 317-371.
• (Article) Hitt, M.A., Ireland, R.D., Sirmon, D.G., & Trahms, C.A. (2011). Strategic entrepreneurship: creating value for individuals, organizations, and society. The Academy of Management Perspectives, 25(2), 57-75.
• (Article) Hoskisson, R. E., Hitt, M. A., Johnson, R. A., & Grossman, W. (2002). Conflicting voices: The effects of institutional ownership heterogeneity and internal governance on corporate innovation strategies. Academy of Management Journal, 45(4), 697-716.
• (Article) Kock, C. J., Santaló, J., & Diestre, L. (2012). Corporate governance and the environment: what type of governance creates greener companies?. Journal of Management Studies, 49(3), 492-514.
• (Article) Lehman, D. W., O’Connor, K., Kovács, B., & Newman, G. E. (2019). Authenticity. Academy of Management Annals, 13(1), 1-42.
• (Article) Leiponen, A. & Helfat, C.E. (2010). Innovation objectives, knowledge sources, and the benefits of breadth. Strategic Management Journal, 31, 224–236.
• (Article) Martinez-Conesa, I., Soto-Acosta, P., & Palacios-Manzano, M. (2017). Corporate social responsibility and its effect on innovation and firm performance: An empirical research in SMEs. Journal of Cleaner Production, 142, 2374-2383.
• (Article) Pache, A. C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3), 455-476.
• (Article) Pache, A. C., & Santos, F. (2013). Inside the hybrid organization: Selective coupling as a response to competing institutional logics. Academy of Management Journal, 56(4), 972-1001.
• (Article) Rubera, G., & Kirca, A. H. (2012). Firm innovativeness and its performance outcomes: A meta-analytic review and theoretical integration. Journal of Marketing, 76(3), 130-147.
• (Article) Sitkin, S. B., See, K. E., Miller, C. C., Lawless, M. W., & Carton, A. M. (2011). The paradox of stretch goals: Organizations in pursuit of the seemingly impossible. Academy of Management Review, 36(3), 544-566.
• (Article) Stilgoe, J., Owen, R., & Macnaghten, P (2013). Developing a framework for responsible innovation. Research Policy, 42(9), 1568-1580.

Define your innovation posture

Keywords: configuration, innovation strategy, strategic choices

• (Book) Freeman (1988) The Economics of Industrial Innovation. Cambridge MA: MIT Press
• (Book) Miles, R.E. and Snow, C.C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill.
• (Video) The Importance of an Innovation Strategy by  Kuczmarski Innovation (on Vimeo)
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(c) Prof. Benoit Gailly, Louvain School of Management