Using Networks for Changing Innovation Strategy: The Case of Ibm

Dittrich, Koen; Duysters, Geert; de Man, Ard-Pieter

Download This Paper

Open PDF in Browser

Add Paper to My Library

Using Networks for Changing Innovation Strategy: The Case of Ibm

38 Pages Posted: 19 Jan 2005

See all articles by Koen Dittrich

Koen Dittrich

Erasmus University Rotterdam (EUR) - Department of Technology and Operations Management

Geert Duysters

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

Date Written: 23 2004, 12

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.

Keywords: Networks, innovation, strategic change, exploration/exploitation, IBM

JEL Classification: M, M13, L22, O32

Suggested Citation: Suggested Citation

Dittrich, Koen and Duysters, Geert and de Man, Ard-Pieter, Using Networks for Changing Innovation Strategy: The Case of Ibm (23 2004, 12). Available at SSRN: https://ssrn.com/abstract=650827