|
|
|
|
||||
|
||||
Using Networks for Changing Innovation Strategy: The Case of IbmKoen DittrichErasmus University Rotterdam (EUR) - Department of Management of Technology and Innovation Geert DuystersEindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS); University of Maastricht Ard-Pieter De ManEindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS); Universiteit Maastricht 23 2004, 12 ERIM Report Series Reference No. ERS-2004-111-ORG Abstract: Large-scale strategic change projects in companies may be supported by using alliance networks. This paper shows that IBM’s change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well. By entering into more non-equity alliances, involving new partners in the network and loosening the ties with existing partners, IBM supported its transformation from a hardware manufacturing company to a global service provider and software company.
Number of Pages in PDF File: 38 Keywords: Networks, innovation, strategic change, exploration/exploitation, IBM JEL Classification: M, M13, L22, O32 working papers seriesDate posted: January 19, 2005Suggested CitationContact Information
|
|
||||||||||||||||||||||
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
FAQ
Terms of Use
Privacy Policy
Copyright
This page was processed by apollo4 in 2.094 seconds
