Using Networks for Changing Innovation Strategy: The Case of Ibm
38 Pages Posted: 19 Jan 2005
Date Written: 23 2004, 12
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
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