Using Networks for Changing Innovation Strategy: The Case of Ibm
Erasmus University Rotterdam (EUR) - Department of Management of Technology and Innovation
Eindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS); University of Maastricht
Ard-Pieter De Man
Eindhoven University of Technology (TUE) - Eindhoven Center for Innovation Studies (ECIS); Universiteit Maastricht
23 2004, 12
ERIM Report Series Reference No. ERS-2004-111-ORG
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, O32working papers series
Date posted: January 19, 2005
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