Bibliography

Innovative corporate strategies: (re)define the core business

Keywords: adjacent opportunities, BCG matrix, business portfolio, core business, corporate strategy, directions of development, diversification, exploration/exploitation, GE-McKinsey matrix, playground, strategy

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• (Book) Schulze, P. (2009). Balancing exploitation and exploration: Organizational antecedents and performance effects of innovation strategies. Springer.
• (Book) Verganti, R. (2017). Overcrowded: designing meaningful products in a world awash with ideas. MIT Press.
• (Book) Zook, C., & Allen, J. (2001), Profit from the Core. Boston, MA: Harvard Business School Press.
• (Video) Knut Haanaes: Two reasons companies fail — and how to avoid them (TED talk)
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• (Article) Galunic, D. C., & Eisenhardt, K. M. (2001). Architectural innovation and modular corporate forms. Academy of Management Journal, 44(6), 1229-1249.
• (Article) Gassmann, O., Widenmayer, B., & Zeschky, M. (2012). Implementing radical innovation in the business: the role of transition modes in large firms. R&D Management, 42(2), 120-132.
• (Article) Gavetti, G., Levinthal, D. A., & Rivkin, J. W. (2005). Strategy making in novel and complex worlds: The power of analogy. Strategic Management Journal, 26(8), 691-712.
• (Article) Greve, H. (2007). Exploration and Exploitation in Product Innovation. Industrial and Corporate Change, 16(5), 945-975.
• (Article) Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706.
• (Article) Helfat, C. E., & Eisenhardt, K. M. (2004). Inter‐temporal economies of scope, organizational modularity, and the dynamics of diversification. Strategic Management Journal, 25(13), 1217-1232.
• (Article) He, Z. L., & Wong, P. K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494.
• (Article) Henderson, R. (1993). Underinvestment and incompetence as responses to radical innovation: Evidence from the photolithographic alignment equipment industry. The RAND Journal of Economics, 248-270.
• (Article) Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
• (Article) Kaplan, S. (2011). Research in cognition and strategy: Reflections on two decades of progress and a look to the future. Journal of Management Studies, 48(3), 665-695.
• (Article) Kaplan, S., & Orlikowski, W.J. (2013). Temporal work in strategy making. Organization Science, 24(4), 965-995.
• (Article) Kim, S. K., Arthurs, J. D., Sahaym, A. and Cullen, J. B. (2013). Search behavior of the diversified firm: The impact of fit on innovation. Strategic Management Journal, 34, 999–1009. doi:10.1002/smj.2038
• (Article) Lavie, D., Stettner, U., & Tushman, M.L. (2010). Exploration and Exploitation Within and Across Organizations. Academy of Management Annals, 4, 109-155.
• (Article) Lennerts, S., Schulze, A., & Tomczak, T. (2019). The asymmetric effects of exploitation and exploration on radical and incremental innovation performance: An uneven affair. European Management Journal.
• (Article) Levinthal, D. A. (2011). A behavioral approach to strategy—what’s the alternative?. Strategic Management Journal, 32(13), 1517-1523.
• (Article) Makri, M., & Scandura, T. A. (2010). Exploring the effects of creative CEO leadership on innovation in high-technology firms. The Leadership Quarterly, 21(1), 75-88.
• (Article) Mueller, V., Rosenbusch, N., & Bausch, A. (2013). Success patterns of exploratory and exploitative innovation: A meta-analysis of the influence of institutional factors. Journal of Management, 39(6), 1606-1636.
• (Article) Phillips, N., Lawrence, T. B., & Hardy, C. (2004). Discourse and institutions. Academy of Management Review, 29(4), 635-652.
• (Article) Piao, M., & Zajac, E. J. (2016). How exploitation impedes and impels exploration: Theory and evidence. Strategic Management Journal, 37(7), 1431-1447.
• (Article) Prahalad, C. K. (2004). The blinders of dominant logic. Long Range Planning, 37(2), 171-179.
• (Article) Raffaelli, R., Glynn, M. A., & Tushman, M. (2019). Frame flexibility: The role of cognitive and emotional framing in innovation adoption by incumbent firms. Strategic Management Journal, 40(7), 1013-1039.
• (Article) Rijamampianina, R., Abratt, R., & February, Y. (2003). A framework for concentric diversification through sustainable competitive advantage. Management Decision, 41(4), 362-371.
• (Article) Robins, J., & Wiersema, M. F. (1995). A resource‐based approach to the multibusiness firm: Empirical analysis of portfolio interrelationships and corporate financial performance. Strategic Management Journal, 16(4), 277-299.
• (Article) Rothaermel, F.T., & Deeds, D. (2004). Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management Journal, 25 (3), 201-221.
• (Article) Rothaermel, F. T., & Alexandre, M. T. (2009). Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organization science, 20(4), 759-780.
• (Article) Smith, W. K., Binns, A., & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2-3), 448-461.
• (Article) Stettner, U., & Lavie, D. (2014). Ambidexterity under scrutiny: Exploration and exploitation via internal organization, alliances, and acquisitions. Strategic management journal, 35(13), 1903-1929.
• (Article) Suddaby, R., & Greenwood, R. (2005). Rhetorical strategies of legitimacy. Administrative Science Quarterly, 50(1), 35-67.
• (Article) Uotila, J., Maula, M., Keil, T., & Zahra, S. A. (2009). Exploration, exploitation, and financial performance: analysis of S&P 500 corporations. Strategic Management Journal, 30(2), 221-231.
• (Article) Wan, W., Hoskisson, R., Short, J., & Yiu, D. (2011). ‘Resource-based theory and corporate diversification: accomplishments and opportunities’. Journal of Management, 37, 1335-1368.
• (Article) Zhou, K. Z., & Wu, F. (2010). Technological capability, strategic flexibility, and product innovation. Strategic Management Journal, 31(5), 547-561.
• (Article) Zook, C. (2007). Finding your next core business. Harvard Business Review, 85(4), 66-75.

Innovative business strategies: redefine how to compete

Keywords: Ansoff matrix, business strategy, business value chain, cost leadership, disintermediation, industry value chain, intermediation, product/market strategy

• (Book) Porter, Michael E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. New York.: Simon and Schuster..
• (Book) Skarzynski, P. & Gibson, R. (2008) Innovation to the core, Harvard Business Press
• (Book) Teixeira, T. S., & Piechota, G. (2019). Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption. Broadway Business.
• (Video) Stanford Course – Innovating Through Value Chains
• (Article) Adner, R., & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic management journal, 31(3), 306-333.
• (Article) Chesbrough, H.  & Rosenbloom, R. S. (2002). “The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies“ Industrial and Corporate Change, 11(3), 529-555.
• (Article) Globocnik, D., Faullant, R., & Parastuty, Z. (2020). Bridging strategic planning and business model management–A formal control framework to manage business model portfolios and dynamics. European Management Journal, 38(2), 231-243.
• (Article) Hughes, M., Martin, S. L., Morgan, R. E., & Robson, M. J. (2010). Realizing product-market advantage in high-technology international new ventures: The mediating role of ambidextrous innovation. Journal of International Marketing, 1-21.
• (Article) Ireland, R.D., Covin, J.G., & Kuratko, D.F. (2009). Conceptualizing corporate entrepreneurship strategy. Entrepreneurship Theory and Practice, 33(1), 19-46.
• (Article) Ireland, R. D., & Webb, J. W. (2007). Strategic entrepreneurship: Creating competitive advantage through streams of innovation. Business horizons, 50(1), 49-59.
• (Article) Lee, J., & Berente, N. (2012). Digital innovation and the division of innovative labor: Digital controls in the automotive industry. Organization Science, 23(5), 1428-1447.
• (Article) Markides, C. C. (1999). A dynamic view of strategy. Sloan Management Review, 40(3), 55.
• (Article) Miller, D. (1987). The structural and environmental correlates of business strategy. Strategic Management Journal, 8(1), 55-76.
• (Article) Mintzberg, H. (1987). The strategy concept I: Five Ps for strategy. California Management Review, 30(1), 11-24.
• (Article) Ragatz, G. L., Handfield, R. B., & Petersen, K. J. (2002). Benefits associated with supplier integration into new product development under conditions of technology uncertainty. Journal of Business Research, 55(5), 389-400.
• (Article) Sawhney, M., Wolcott, R. C., & Arroniz, I. (2006). The 12 different ways for companies to innovate. MIT Sloan Management Review, 47(3), 75.
• (Article) Winterhalter, S., Zeschky, M. B., & Gassmann, O. (2016). Managing dual business models in emerging markets: An ambidexterity perspective. R&D Management, 46(3), 464-479.
• (Article) Wise, R., & Baumgartner, P. (1999). Go downstream. Harvard Business Review, 77(5), 133-141.
• (Article) Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: implications for firm performance. Strategic Management Journal, 29(1), 1-26.

Timing: first is not always best

Keywords: experience curve, incumbent, first mover (dis)advantage, follower, imitation, learning curve, lock-in, network effect, persistence of innovation, switching costs

• (Book) Markides, C. C., & Geroski, P. A. (2004). Fast second: How smart companies bypass radical innovation to enter and dominate new markets (Vol. 325). John Wiley & Sons.
• (Book) Schilling M.A. (2006) Strategic Management of Technological Innovation (2d ed.) McGraw-Hill, Irwin
• (Video) The Zinnovants “First is not always best”
• (Article) Afuah, A. (2013). Are network effects really all about size? The role of structure and conduct. Strategic Management Journal, 34(3), 257-273.
• (Article) Argote, L., & Epple, D. (1990). Learning curves in manufacturing. Science, 247(4945), 920-924.
• (Article) Arrow, K. J. (1962). The economic implications of learning by doing. The Review of Economic Studies, 29(3), 155-173.
• (Article) Arthur, W. B. (1989). Competing technologies, increasing returns, and lock-in by historical events. The Economic Journal, 99(394), 116-131.
• (Article) Bayus, B. L., & Agarwal, R. (2007). The role of pre-entry experience, entry timing, and product technology strategies in explaining firm survival. Management Science, 53(12), 1887-1902.
• (Article) Boudreau, K. J., & Jeppesen, L. B. (2015). Unpaid crowd complementors: The platform network effect mirage. Strategic Management Journal, 36(12), 1761-1777.
• (Article) Christensen, C.M., & Rosenbloom, R.S. (1995). Explaining the attacker’s advantage: Technological paradigms, organizational dynamics, and the value network. Research Policy, 24(2), 233-257.
• (Article) Coeurderoy, R., & Durand, R. (2004). Leveraging the advantage of early entry: proprietary technologies versus cost leadership. Journal of Business Research, 57(6), 583-590.
• (Article) Covin, J. G., Slevin, D. P., & Heeley, M. B. (2000). Pioneers and followers: Competitive tactics, environment, and firm growth. Journal of Business Venturing, 15(2), 175-210.
• (Article) Dowell, G., & Swaminathan, A. (2006). Entry timing, exploration, and firm survival in the early US bicycle industry. Strategic Management Journal, 27(12), 1159-1182.
• (Article) Enkel, E., & Mezger, F. (2013). Imitation processes and their application for business model innovation: An explorative study. International Journal of Innovation Management, 17(01), 1340005.
• (Article) Franco, A. M., Sarkar, M. B., Agarwal, R., & Echambadi, R. (2009). Swift and smart: The moderating effects of technological capabilities on the market pioneering–firm survival relationship. Management Science, 55(11), 1842-1860.
• (Article) Ganter, A., & Hecker, A. (2013). Persistence of innovation: discriminating between types of innovation and sources of state dependence. Research Policy, 42(8), 1431-1445.
• (Article) Golder, P. N., & Tellis, G. J. (1993). Pioneer advantage: Marketing logic or marketing legend?. Journal of Marketing Research, 30(2), 158-170.
• (Article) Grewal, R., Cline, T. W., & Davies, A. (2003). Early‐entrant advantage, word‐of‐mouth communication, brand similarity, and the consumer decision‐making process. Journal of Consumer Psychology, 13(3), 187-197.
• (Article) Heeley, M. B., & Jacobson, R. (2008). The recency of technological inputs and financial performance. Strategic Management Journal, 29(7), 723-744.
• (Article) Henderson, R. (2006). The innovator’s dilemma as a problem of organizational competence. Journal of Product Innovation Management, 23(1), 5-11.
• (Article) Hill, C. W., & Rothaermel, F. T. (2003). The performance of incumbent firms in the face of radical technological innovation. Academy of Management Review, 28(2), 257-274.
• (Article) Jain, A. (2013). Learning by doing and the locus of innovative capability in biotechnology research. Organization Science, 24(6), 1683-1700.
• (Article) King, A. A., & Tucci, C. L. (2002). Incumbent entry into new market niches: The role of experience and managerial choice in the creation of dynamic capabilities. Management Science, 48(2), 171-186.
• (Article) Klepper, S., & Simons, K. L. (2000). Dominance by birthright: entry of prior radio producers and competitive ramifications in the US television receiver industry. Strategic Management Journal, 21(10‐11), 997-1016.
• (Article) Lafond, F., Bailey, A. G., Bakker, J. D., Rebois, D., Zadourian, R., McSharry, P., & Farmer, J. D. (2018). How well do experience curves predict technological progress? A method for making distributional forecasts. Technological Forecasting and Social Change, 128, 104-117.
• (Article) Lee, G. K. (2009). Understanding the timing of ‘fast-second’entry and the relevance of capabilities in invention vs. commercialization. Research Policy, 38(1), 86-95.
• (Article) Levitt, S. D., List, J. A., & Syverson, C. (2013). Toward an understanding of learning by doing: Evidence from an automobile assembly plant. Journal of Political Economy, 121(4), 643-681.
• (Article) Lieberman M.B., & Montgomery D. B. (1988). First-Mover Advantages. Strategic Management Journal, Vol. 9, Special Issue: Strategy Content Research. (Summer, 1988), 41-58.
• (Article) Lilien, G. L., & Yoon, E. (1990). The timing of competitive market entry: An exploratory study of new industrial products. Management Science, 36(5), 568-585.
• (Article) Madsen, T., & Leiblein, M. (2015). What Factors Affect the Persistence of an Innovation Advantage? Journal of Management Studies, 52, 1098-1127.
• (Article) Markides, C., & Sosa, L. (2013). Pioneering and first mover advantages: the importance of business models. Long Range Planning, 46(4), 325-334.
• (Article) Marx, M., Gans, J. S., & Hsu, D. H. (2014). Dynamic commercialization strategies for disruptive technologies: Evidence from the speech recognition industry. Management Science, 60(12), 3103-3123.
• (Article) McElheran, K. (2015). Do market leaders lead in business process innovation? The case (s) of e-business adoption. Management Science, 61(6), 1197-1216.
• (Article) Ordanini, A., Rubera, G., & DeFillippi, R. (2008). ‘The many moods of inter-organizational imitation: a critical review’. International Journal of Management Reviews, 10, 375-398.
• (Article) Reinganum, J. F. (1983). Uncertain innovation and the persistence of monopoly. The American Economic Review, 73(4), 741-748.
• (Article) Sharapov, D., & Ross, J. M. (2019). Whom should a leader imitate? Using rivalry‐based imitation to manage strategic risk in changing environments. Strategic Management Journal.
• (Article) Sheremata, W. A. (2004). Competing through innovation in network markets: Strategies for challengers. Academy of Management Review, 29(3), 359-377.
• (Article) Urban, G.L., Carter, T., Gaskin, S., & Mucha, Z. (1986). Market share rewards to pioneering brands: An empirical analysis and strategic implications. Management Science, 32(6), 645-659.
• (Article) Vidal, E., & Mitchell, W. (2013). When do first entrants become first survivors?. Long Range Planning, 46(4-5), 335-347.

Off the beaten paths: strategic innovations

Keywords: Blue Ocean strategy, strategic innovation

• (Book) Chan Kim, W. & Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant Harvard Business School Press
• (Book) Govindarajan V. & Trimble Ch. (2007) “10 Rules for Strategic Innovators: From Idea to execution” Harvard Business School Press Boston, Massachusetts
• (Book) Markides, C. C. (1999) All the right moves: a guide to crafting breakthrough strategy, Cambridge MA, Harvard Business School Press
• (Book) Markides, C. C. (2013). Game-changing strategies: How to create new market space in established industries by breaking the rules. John Wiley & Sons.
• (Video) What is Blue Ocean Strategy? Harvard Business Review
• (Video) What is strategic innovation? – Professor Costas Markides
• (Video) 7 Keys to Strategic Innovation. Educause, 2016
• (Article) Assink, M. (2006),”Inhibitors of disruptive innovation capability: a conceptual model”, European Journal of Innovation Management, Vol. 9 Iss: 2 pp. 215 – 233
• (Article) Chan Kim, W., & Mauborgne, R. (2004). Value innovation: The strategic logic of high growth. Harvard Business Review, 82(7-8), 172-180.
• (Article) Choi, D., & Valikangas, L. (2001). Patterns of strategy innovation. European Management Journal, 19(4), 424-429.
• (Article) Cortimiglia, M. N., Ghezzi, A., & Frank, A. G. (2016). Business model innovation and strategy making nexus: evidence from a cross‐industry mixed‐methods study. R&D Management, 46(3), 414-432.
• (Article) Francis, D., & Bessant, J. (2005). Targeting innovation and implications for capability development. Technovation, 25(3), 171-183.
• (Article) Giesen, E., Riddleberger, E., Christner, R., & Bell, R. (2010). When and how to innovate your business model. Strategy & leadership. 38(4), 17-26
• (Article) Govindarajan, V., & Trimble, C. (2004). Strategic innovation and the science of learning. MIT Sloan Management Review, 45(2), 67.
• (Article) Hamel (1998) “Strategy innovation and the quest for value”, Sloan Management Review, 39, p. 78
• (Article) Markides, C. (1998). Strategic innovation in established companies. Sloan Management Review, 39(3), 31-42
• (Article) Markides, C., & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Perspectives, 18(3), 22-36.
• (Article) Schlegelmilch et al. (2003) ‘Strategic innovation: The construct, its drivers and its strategic outcomes’, Journal of Strategic Marketing, vol. 11, p. 117-132

(c) Prof. Benoit Gailly, Louvain School of Management