Index
Entrepreneurship, Innovation, and Platforms
ISBN: 978-1-78743-080-8, eISBN: 978-1-78743-079-2
ISSN: 0742-3322
Publication date: 16 September 2017
This content is currently only available as a PDF
Citation
(2017), "Index", Entrepreneurship, Innovation, and Platforms (Advances in Strategic Management, Vol. 37), Emerald Publishing Limited, Leeds, pp. 369-382. https://doi.org/10.1108/S0742-332220170000037016
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Abandonment options
, 39, 45, 51, 68
ABB, robot manufacturer
, 89
Absorptive capacity of firm
, 124
Acquisition of firm
, 17–19
Active program management
, 51
Adaptability
, 116, 118
Ad hoc contracting
, 231
Adoption rate
, 152
Affiliation
definition of
, 201n8
of platform
, 182
Agency theoretic perspectives
, 238–239
Airbnb
, 178–179, 186, 212
Alphabet Android operating system (OS)
, 216, 221
Alternative Software Development Kit (ASDK)
, 288n81
Amazon
, 179, 190, 195, 198, 215, 221, 223n, 6, 228, 309–310, 311, 327, 330–331
Amazon Ebooks
definition of
, 301–302
evaluation platform
, 310
sale of
, 312
Amazon Web Services
, 51
Ambidexterity
, 220
American Association of Publishers (AAP)
, 312
American Machinist
, 94
AMF Versatran
, 89
API library
, 262
Apple
, 5, 31n, 10, 222, 300
iOS platform
, 216
iPhone
, 242
Macintosh
, 217
Newton
, 251
Newton pen-based device
, 270
Architectural control
, 239–240
ARM microprocessors
, 265
Atari
, 266
Autocorrelation
, 99–100
Automated assembly-line technology
, 94
Bad management
, 143
Bandwagon effects
, 160
Baseline model
, 8, 25, 27–28
Bendix
, 95
Bicom
, 266
Big (5) Five publishers
, 301, 303, 317, 327
Biocurious, Silicon Valley
, 351
Biohackers
, 350
Biohacking
, 345
Biological platforms
, 339
Biomedical industries
, 338
Biotechnology
, 361
archetypes
, 348
definition of
, 345
digitalization and democratization of
, 354–355
first product success
, 344
industry value chain, role of archetype in
, 347
IP sharing in
, 345
open collaborations in
, 340
open source processes to
, 339
open vs. proprietary tensions in
, 344–345
research design
, 345–346
Blue Bulletin
, 94
Book publishers
, 301
Book publishing industry
, 330
Author Earnings, source of data
, 313
authors
control over book prices
, 330
easy availability of
, 303
self-published
, 330
central players role in
, 311
discovery and evaluation platforms
, 310
economies of scale
, 303
freelance or independent editors
, 330
leader-less industry platform
, 301
market share change over time
, 327
partitioning of resources
, 301, 302
producers, large and small
, 317
qualitative evidence from interviews with indie-authors
, 304–307
sales of books
, 309–312
analysis of results
, 317–323
categories of
, 312
dependent and independent variables for testing
, 314–317
effects over time, analysis of
, 323–325
supplementary analysis
, 325–326
zero, problem with
, 317
social media
platforms as public media
, 308–309
presence
, 315
Bounded-rational individuals
, 120
BP
, 116
spill in Gulf of Mexico
, 117
Branded-goods makers
, 328
Burbn smartphone app
, 220
Bureaucracy
, 122, 127
Business ecosystems
, 212, 218
Business strategies
external entities
, 178
types of
, 178
Business-to-business technology
, 152
manufacturer
, 155
Capability(ies)
, 95, 187, 192
definition of
, 213
firm, in competitive markets
, 124
new, development of
, 87
technical
, 119
See also Dynamic capability
Capital IQ database
, 133
Casio
, 259
Center for the Application of Molecular Biology to International Agriculture (Cambia)
, 349
Central processing unit (CPU)
, 244
Cesscomm application
, 274
Chicken-and-egg problem
, 192
Chief Executive Officers (CEOs)
, 133, 195, 199, 215
known commodity
, 40
quality
, 41
Chi-squared test
, 130
Cincinnati Milacron
, 89, 95
Cisco
, 218
C language
, 262
C + + language
, 262
CNBC
, 163
CNN
, 163
Commercialization choices
, 11
alternative contracting possibilities
delay in negotiation
, 26–28
entrant participation in production
, 26, 28
restructuring and spinouts
, 25
Commercialization strategy
, 7–8
Commercial mobile radio (cellular) networks
, 242
Committed investors
, 45–47, 49, 53, 56n6
Communications networks
, 153–154
correlations in data
, 163–167
instability
, 152
Communities
, 342
Community governance
, 343, 350–351
Community production model
, 343, 351–353
Compaq
, 266, 269, 272
Comparative Fit Index (CFI)
, 130
Competitive commercialization
, 4–5
Competitive conditions
, 152
Complementor interactions
, 189
Complex adaptive systems theory
, 118
Complexity
catastrophe
, 116
dimensions of
, 120
factors of
, 120
Component complexity
, 120
Compuserve
, 259
Computer Numerical Control (CNC) robots
, 83–84, 90–92, 97, 106–107
Confirmatory factor analysis
, 132
Consortia
, 342
Consumer demand
, 152
Control variables
, 96, 133
Cooperative commercialization
innovative advantage
, 10
licensing or other forms of
, 5
static drivers for
, 20–22
transmission of information
, 4
Coordinative complexity
, 120
Copyright
, 356–357
Corporate venture capital
, 5
Corporations
, 38
Cost model
, 219
Cox-proportional hazards model
, 173n10
Creative
commons
, 348
destruction
, 4, 9
Crescenda
, 263
Crimson Hexagon
, 313–314
Cronbach Alpha
, 132
Cross-industry survey
, 140
Cross-sectional survey
, 140
Cross-side network effects
, 181
Crowdsourced patient data/registries
, 352–354, 359–360
Crowdsourcing
, 185
Crystal
, 255
Cumulative innovation
, 9
Customer calls, benefits of
, 160–161
Customer technology adoption model
, 160
Cyberbank application
, 274
Cyber-security
, 190
Darwinian evolutionary analogies
, 185
Data General
, 266
Data privacy
, 190
Decentralized publishing
, 330
Dell
, 179
Dependent variable
, 95–96
Device applications software
, 244
Diamond—Mortensen—Pissarides model
, 53
Digital economy
, 178, 212
Digital media outlet
, 217
Digital technologies
, 178
Direct competition
, 4
Direct interactions, definition of
, 201n8
Direct technological complementarity
, 160
Discovery platforms
, 310
Diseconomies of scale, notion of
, 144
Disrupted new technologies
, 82–85, 108n1
definitely
, 86
demand uncertainty of products, resolution of
, 88
entrants, comparison between with and without prior experience
, 99
mainstream customers signals
, 88
prior experience in
, 89
products based on
, 86
sales takeoff of
, 88
uncertainties in
, 86
DIY bio
, 345, 350–351, 362n3
DIY biologists
, 355
Down rounds
, 57n29
3D printing entrepreneurs
, 352
Duplicating complementary assets
, 4
Dynamic capability(ies)
, 5, 9–11, 143, 220–221
acquiring
, 11
advantages of
, 7
commercialization choices
, 7
definition of
, 6–7
execution of bets
, 213
exercise of firm
, 215
firms, benefits for
, 212
as fixed probabilities
, 29
idiosyncratic
, 214
managers to be entrepreneurial
, 214
over platform lifecycle
, 222
relevance for management of platforms
, 212–213
signature processes
, 214
and strategy, differences between
, 214
vs ordinary capabilities
, 214
Dynamic complexity
, 120
Early mobile computing platforms
data and management of
, 243–244
empirical study
market size by shipments, and shares by platform
, 241
release of products by industry and over time
, 242–243
interpretation of patterns
, 244–245
eBay
, 212, 215
Ebooks
, 303
market size of
, 312
types of
, 312
Economic theory
, 122
Ecosystems strategy
, 178–186, 197, 199
configuration, reason for
, 300
power distribution and ecology of firms, implications for
, 300–301
success in joint value creation
, 341
See also Open/user innovation strategy; Platforms-based business
Embedded systems
, 268
Emhart Corporation
, 95
Endogenous rate of innovation
, 22–24
End-point technology, elements of
, 155
Enron
, 116
Entrepreneur
, 38, 56n18
financing of projects
, 39–40
game tree
, 44
and investor, deal between
, 44–53, 60–64
penniless
, 42
preference for continuation
, 56n5
projects with radical innovations
, 39
side payments from investor
, 55n4
willingness for experimentation
, 39
Entrepreneurial businesses
, 22
Entrepreneurial firms, challenges faced by
, 186
Entrepreneurial friendly or committed
, 45
Entrepreneurship
, 43, 223
Entry barriers reduction, impact of
, 300
EPOC32 32-bit platform
, 250–254
EPOC32 palmtop platform
, 254
Ericsson
, 254
Evaluation platforms
, 310
Executive
compensation
, 196–197
orientation and experiences
, 194–195
Expected calls
, 162
Experienced organization complexity
, 117, 120, 129, 143
definition of
, 121–122, 125–126
inefficient processes
, 133
relationship between
inefficient processes and firm-level innovation
, 127
unclear accountabilities and firm-level innovation
, 127
research, phases of
, 122
unclear accountabilities
, 132–133
vertical and horizontal dimensions of
, 126
Extension model
endogenous rate of innovation
, 22–24
product market competition
, 20–22
static drivers
, 20–22
Facebook
, 5–6, 220–221, 308
Failure tolerance
, 38, 54
encouragement for entrepreneur
, 46, 52
increases innovation
, 50
at individual project level
, 55
Fast-paced work environment
, 153
Fax machine
, 160
Feasible generalized least square (FGLS) approach
, 103
Financial crisis
, 117
Firm(s)
ability to design new components
, 87
incumbent
, 88
in industrial robotics industry
, 93
innovativeness
, 97
institutional logic strategy
, 187
-level innovation
, 123, 125
-level perspective
, 117
open interfaces
, 191
prior experience, advantages of
, 88
size influence on product innovation
, 96–97
takeoff
, 82
Foxconn (Hong Hai)
, 328
Free disposal
, 11
Free Software Foundation
, 345
Frictionless value exchange
, 178
Fujitsu
, 266
Garage biology
, 350
GE
, 218
General Motors (GM)
, 89, 107, 265
Genzyme
, 5
GEOS 16-bit operating system
, 258
GeoWorks
, 259
Google
, 5
Google Android platform
, 216, 242
Google Home
, 221
Greenfield competition
, 8
GRiD computing system
, 255–265
pen-based systems
, 269
GRiD GridPad
, 266
Hackerspace
, 350–352, 359
Handheld PC (HHPC)
, 241, 272–273
Hawkins, Jeff
, 259
Herding
, 309–312
Heteroscedastic error structure
, 100
Heteroscedasticity
, 99
Hewlett Packard 95LX
, 266
Hitachi
, 272
Homebrew Computer Club
, 362n4
HP Enterprise
, 218
Hybrid organizations, governance tensions in
, 201n16
IBM
, 215, 241, 279
Incumbent firm transitions, institutional logic shifts in
, 200
enabling interactions, focus on
, 191–192
increasing external focus
, 187–189
interaction-centric metrics, adoption of
, 192–193
moving towards greater openness
, 189–191
Incumbent-producer
, 10
Independent variable
, 96
Industrial robotics industry
data
description of
, 94–95
source of
, 94
evolution of
, 89–92
timeline of
, 93
firm and sales takeoff in
, 93
future research, direction of
, 107–108
MC and CNC robots, comparison between
, 92
results and analyses
, 100–106
robustness checks
, 104–105
variables
control
, 96–97
dependent
, 95–96
independent
, 96
Industrial robot manufacturing
, 83
Industry
definition of
, 212
platforms
, 308
Informational spillovers
, 160
Information and communications technologies (ICT) sector
, 358
biology, adapting open source to
, 359–360
-derived ideas of open platform
, 339
platforms
application of, applied to software architecture
, 341
implications of theory
, 360–362
importance of
, 338
innovation ecosystems
, 341
open source
, 342–343
third-party provision of complements
, 340
two-sided markets
, 341
product platforms
, 348
systems engineering
, 344
Information gathering and interchange
, 178
Innovation(s)
, 116, 133
commercialized by new ventures
, 38
during competition and cooperation
, 23
ecosystems
, 341, 354
experience in
, 7
financiers of
, 40
funding of projects
, 38
intuition of static models of
, 5–6
leader/leadership
, 9–11, 24
role
, 8
selection of
, 12–13
lower firm-level
, 127
new product
, 85
output
, 131–132
platform
, 215
policy
, 38–39
radical
, 39
regions
, 49
shock
, 85
strategies
, 82
Innovative
, 46
coordination of changes
, 269
firms
, 360
intensity
, 29
new products
, 106, 214
Innovator
, 10
entrant
, 12
next product generation
, 12
Instagram
, 6, 219–220, 309
Installed contacts
, 162, 164–165, 169
Installed potentials
, 164–165, 168–171
Institutional logic, definition of
, 186–187
Intel
, 219, 241, 250, 268, 279, 300
Intellectual property (IP)
, 190–191
International Genetically Engineered Machine (iGEM)
, 345
International investment bank
, 152
International Robotics Products Database
, 1990, 102
Internet-based market
, 212
Inter-platform competition between leaders
, 221
Intrinsic complexity of task
, 120
Intuit
, 5, 259
Investment model
entrepreneur view
, 43–44
investor view
, 42–43
Investor(s)
, 41
and entrepreneur, deal between
, 44–53, 60–64
failure tolerant
, 38–39
funds experimentation by
, 39, 47–52
game tree
, 43
proofs of propositions
, 70–80
Investors’ choice of commitment level model
, 45, 52–55, 65–70
IP commons, concept of
, 358–360
definition of
, 348
efforts to build in biology
, 349
open platforms, attributes of
, 349–350
IP modularity
, 343, 350, 354
IPod
, 222
IP openness
, 343, 349–351
ISBN number
, 314
Iso expected payoff lines
, 48–49
Java
, 250, 262
Jobs, Steve
, 31n, 10, 221
Joined open platforms
, 339
Joint surplus
, 7
Kindle EBook
, 330
Kloutscore
, 314
Knowledge platforms
, 341, 350, 352
Leadership/leadership model
, 8
phase of platform lifecycle
, 220–221
strong, impact of
, 214
technological
, 212
See also Strategic leadership
LEGO Ideas
, 178, 190
Lehman Brothers
, 116
Leveraging production experience, advantage of
, 31n15
LG Electronics
, 272
Licensing
equilibrium outcomes
, 22
of firm
, 12–17
gains from trade
, 6
non-exclusive
, 31n17
returns to
, 5–6
Linux hacker
, 351
Linux operating system
, 277, 351
Local television channels
for Asia
, 173n8
for Europe
, 173n8
Low-powered incentives
, 56n7
MacDonald
, 265
Macintosh OS
, 221
Mac OS X
, 222
Mainframe-computer
makers
, 87
market
, 87
Managerial cognition
, 120
Market needs
, 84
Markov perfect equilibrium, concept of
, 15, 18, 24, 31n19
Matthew Effect
, 301
Mechanically controlled (MC) robots
, 83–84, 89–95
Media attention
, 309–312
Mergers and acquisitions (M&A)
, 56n, 14, 180, 301, 329
Microsoft
, 219, 231, 242, 254, 271, 280, 300
Microsoft-DOS PC operating system platform
, 256, 266
Microsoft mobile computing systems
device releases in
, 267
organization of
, 266
Microsoft Palm for Windows
, 265–275
Microsoft Visual Basic
, 250
Microsoft Windows-based personal computer ecosystem
, 216–217
Mobile computing hardware
, 243
Modularity, concept of
, 184
Monopoly profits
, 14
Monopoly rents
, 12, 14, 31n11
MontaVista Mobilinux platform
device releases in
, 276
embedded Linux from
, 279
expanded platform owner scope
, 278–279
Hardhat Graphics, supply of
, 279
Hard Hat Linux operating system, launch of
, 275, 277–278
initial development of
, 277
initial product
, 277
Mobilinux Open Framework
, 280
multi-sourcing of component suppliers
, 280
open coalition creation
, 280
organization of
, 275
promotion of outside suppliers
, 279
smartphone platform with partners
, 278
tailoring of Linux tools by
, 278
Motorola
, 254
MS-DOS
, 258, 268, 270, 273
-based mobile systems
, 269
platform
, 267
Multi-based market
, 212
Multi-component systems
, 237–238
Multi-layered business ecosystem
, 217
Multi-sided platforms (MSPs)
, 181, 201n9
NASA
, 185
Nash bargaining solution
, 57n25
NCE
, 269
NEC
, 272
Negative binomial model
, 140
Negotiation outcomes of firms
acquisition of firm
, 17–19
delay in
, 26–28
licensing
, 12–17
and acquisition of firms, comparison between
, 19–20
Network
collaborations
, 342
instability
, 152
services
, 244
Networked micro-controllers
, 268
Network externalities
, 152–153
definition of
, 160
localness of, importance
, 154
measurement of
, 167–171
scope of
, 154
size of
, 154
New entrants in industry
, 84
in disrupted technology, with and without prior experience comparison
, 99
load capacity of
, 96
manufactured metalworking machinery
, 91–92
with prior experience, importance of
, 87
types of
, 91
News TV programming
, 163
Next generation product
, 9
Nokia
, 254, 286n47
Non-cooperative bargaining model
, 31n18
Non-exclusive licensing
, 28–29
NPV negative
, 54
NPV positive
, 53–55
innovation
, 50
investments
, 39
N-sided market infrastructure
, 212
Numerical control (NC) systems
, 103, 106
Object-based Visual Application Language (OVAL)
, 250
Off-the-shelf microprocessor
, 260–261
Olivetti
, 89
Online
platforms
, 185
reviews
, 309
OpenPCR
, 352
Open platforms
attributes of
, 339
produced by collaborative efforts
, 342
Open-review platforms
, 308
Open Science Summit, Silicon Valley
, 345
Open source biology
, 344–345
adaptation of
biotechnology, digitalization and democratization of
, 354–355
open source exemplar, impact of
, 355–356
collaborations, archetypes of
crowdsourced patient data
, 352–354
hackerspace
, 350–352
IP commons
, 348–350
explicit and implicit conception of platforms
, 347–348
institutional limitations
, 356–358
legal limitations
, 356–358
technical limitations
, 356–358
Open source communities
, 343
Open source initiative
, 345
Open source platforms
, 342–343
Open-source programming
, 308
Open source software (OSS)
, 340, 342, 345, 356
attributes of
, 343
business off of open platforms
, 361
characteristics of
, 343
Open/user innovation strategy
, 178–186, 197, 199
See also Ecosystems strategy; Platforms-based business
Operating system
, 243
OPL Software Development Kit (SDK)
, 250
Ordinary capabilities
, 219
definition of
, 213
as a source of competitive advantage
, 213
tuned to meet industry best practices
, 214
Ordinary efficiencies
, 213–214
Organizational complexity
, 143, 145
adopted modelling techniques
, 118
affecting organizational outcomes
, 116
applied business
, 116
catch-all construct
, 116
data methodology
control variables
, 133
inefficient processes
, 133
innovation output
, 131–132
interdependencies
, 132
measurement approach
, 129–131
sample of firms in multiple industries and countries
, 128–129
unclear accountabilities
, 132–133
variety of elements
, 132
definition of
, 116, 121
external constraints in
, 125
firm-level perspective
, 117
framework
, 124
hypotheses
, 123–124
relationship between interdependencies
, 125
relationship between variety of elements
, 125
increase individual decision makers demand
, 121
individual-level research on
, 119–120
nature of
, 121
structural attribute
, 122
structural quality of organization
, 118–119
as a structural variable
, 121
studies on
, 118
gaps in
, 119
Organizations/organizational
, 143–144, 198
culture
, 38
effectiveness
, 221
leadership
, 194
medium-sized or large
, 126
populations
, 302, 309
slack
, 122
as socio-technical systems
, 126
structures
, 38
turf wars between employees
, 126
variety
, 132
vertical and horizontal dimensions of
, 126–127
Palm computing systems
, 242, 255, 280, 287n54
device releases in
, 257
organization of
, 256
Palm Economy
, 264
Palm Pilot
, 273
Palm Query Applications (PQAs)
, 262
Palmtops
, 241
Patents
, 134, 357–358
barriers in
, 3–4
limitations of
, 130
source of data for innovation
, 130
Payoff of investments
, 152
PC-synchronization software
, 258
Pearl
, 255
Peer-to-peer IP telephony network
, 31n10
Pegasus desktop
, 272
PenPoint operating system platform
, 268
Perfect capital markets
, 57n26
Perfect labor markets
, 57n27
Peripheral hardware
, 244
Personal-computing technology
, 87
Personal information management (PIM)
, 251
Person-oriented platforms
, 308, 330
Pharmaceutical products, complements of
, 362n8
Philips
, 272
Physical books
, 312
PIM software
, 272
Platform boundaries
choices
and external orchestration
, 282–283
and internal coordination
, 282
and investment incentives
, 281–282
definition of
, 244
Platform owner boundaries
, 229–230
choices
, 229
allocation of investment incentives
, 234–236
orchestrator of ecosystem to gain power
, 238–240
to solve coordination problems
, 237–238
definition of
, 244
Platform owner scope, definition of
, 244
Platforms-based business
, 178–186, 197, 199, 212, 300
forms of
, 215
leaders guide ongoing technological evolution of system
, 216
lifecycle phases
, 223, 223n4
birth
, 218–219
expansion
, 219–220
leadership
, 220–221
self-renewal
, 221–223
multiple relationships
, 228
proprietary
, 215
vertical integration by leader
, 216
See also Ecosystems strategy; Open/user innovation strategy
Platform scope, definition of
, 244
Platforms/platforming
, 326–328, 338
centralized venues
, 300
hardware
, 252
as a mode of economic organization
, 233–234
power distribution and ecology of firms, implications for
, 300–301
product management approach
, 232–233
as public media
, 310
sponsor of
, 341–342
as a technical design
, 232–233
trends enabling
, 228
types of
, 310
Pocket PC
, 274
Poisson regression estimation model
, 103, 133–134, 141–142
Polar microprocessor
, 270
Pooled R&D
, 360
Poqet
, 266
Potential contacts
, 160, 162–163
Prab
, 89
Preserve monopoly rents
, 4
Prior experience, role in new capabilities development
, 87
Process-centric transition
, 189
Product innovation
, 83, 87
Production-based capabilities
, 12, 25, 27, 29
Product market competition
, 20–22
Product performance, in emerging industry
, 84
Product performance variable
, 95
Profitability
, 85, 116, 178, 197, 212
Profiting from innovation (PFI) framework
, 215, 218
Project-by-project optimization
, 38
Project Pegasus
, 271
Property Rights theory
, 234–236
Proprietary platform
, 342
Psion (and later Symbian) system
, 242, 259, 268, 280, 286n30
advances through incremental improvements
, 249
boundary choices of
, 245
device releases in
, 246
executive decision to avoid incrementalism
, 248
improvements and independent experimentation by users
, 247–248
modular memory cartridges
, 247
opened hardware development in 1990s
, 245
opening-up and attempts at orchestration external suppliers
, 249–251
opening-up system components
, 248
organiser programming language
, 247, 249
organization of
, 246
re-position as an open standard
, 251–253
Symbian
adoption by hardware builders
, 254
concept and challenge of
, 254
failure to deliver product
, 255
PsiWin synchronization software
, 251
Pulsar
, 265–275
Pulsar paging system
, 271
Qualcomm
, 264
Quality ladder model of innovation
, 8–9
Quartz
, 255
QuickBooks
, 195–196
QWERTY keyboards
, 249
Rapid Transfer Robot
, 102–103
Ready, Jim
, 276, 278, 280
Renegotiation of licensing deal
, 27
Resource dependence theory
, 302–308, 329
Resource partitioning theory
, 328
assumption of
, 302
feature of
, 302
formulation of
, 302
organizational inertia
, 302
Restructuring
, 25
Revenue model
, 219
Revolutionary new reduced instruction set computing (RISC)
, 251
RIM Blackberry
, 242
Robotics Industries Association (RIA)
, 94
Robots, second-generation
, 83
Royal Bank of Scotland
, 116
RWAN wireless data terminal service
, 251
Sage Bionetworks
, 349
Sales takeoff
, 82
Samsung
, 269
SanDisk
, 250
Schumpeterian competition
, 8–9
Science-based technical risks
, 338
Science commons
, 348
Self-organizing approach
, 216
Self-published books
, 303
Self-renewal of platform
, 221–222
Shared platforms
, 338
SIBO models
, 249
Siemens
, 89
Silicon Valley
, 212, 345
Skype
, 31n, 10, 54, 173
Smaller communication clusters
, 154
Social media participation
, 308
Social media platforms as public media
, 308–309
Software development kits (SDKs)
, 190
SourceForge
, 345
Spinouts
, 25
Start-up commercialization strategy
, 5, 28
Start-up firms
, 4, 7, 16
competitive route for
, 29
Static drivers for cooperative commercialization
, 20–22
Strategic factor market
, 7
Strategic leadership
, 197
board-management relations
, 196
executive compensation
, 196–197
executive orientation and experiences
, 194–195
management of enterprise focusing
, 194
top management teams
, 195–196
Strategic management approach
, 212
Strategy
and dynamic capabilities, analytical differences
, 214
features of
, 3
Structural organization complexity
, 117, 129
definition of
, 121–122
elements of
, 123–124
executive strategic choices
, 122
interdependencies
, 122
variety of elements
, 132
Survivorship, first-stage of Heckman correction
, 102
Syngenta
, 217, 223n3
System components
, 243–244
Systemic (or architectural) innovation
, 216
Tablets
, 241
Takeoff period
discontinuous technology
, 83
firm
, 82
post-sales
, 88–91, 100, 106
pre-sale
, 83, 88–89, 97
sales
, 82, 87–88
in industrial robotics industry
, 93
two
, 82–83
Tandy
, 259
Task complexity
, 119–120
Technological complexity
, 116
Technology adoption
communication patterns in New York
, 160
instability of connections affecting
, 152
Technology-based industries/sector
, 338
Technology diffusion
, 153–154
Television
, 155, 163, 173n9
Thirty industries, evolution of
, 85
Ticketmaster
, 178, 191, 193, 198
Top management teams
, 195–196, 199
Toshiba
, 274, 279
Toyota production system
, 213
Trade secrets
, 358
Traditional industry champions
, 22
Transaction cost economics
, 237–238
Transaction platform
, 215
Transactions costs
, 4
Transitioning organizations
, 187
TRG Pro product
, 264
Twitter
, 217, 301, 308–309, 312, 327, 330
TwitterBooks
, 313
Two-armed bandit problem
, 41
Two-sided markets
, 341, 353–354, 362n1
Uber
, 178–181, 186, 212, 228
Uncertainty
consumer-level
, 154
role in firm strategy
, 152
Uncommitted investor
, 47, 49–50, 53
Unimation
, 89–90
United States Patent and Trademark Office (USPTO)
, 94
Unstructured technical dialog
, 85
US Department of Energy The Advanced Research Project Agency Energy (ARPA-E)
, 51
User innovation
, 184–185
US National Institutes of Health
, 355
U.S. patents
, 130–131
Value chain
, 189, 193, 212, 228
Value proposition model
, 219
Value systems of firm
, 83, 85
Variance inflation factors (VIFs)
, 103
Venture-capital contracts
, 38
Venture-capital deals
, 57n29
Venture-capital (VC) funding
, 38
Venture-capital investors
, 38–39
Venture capitalists
, 5
Vertical integration
, 216
Video-calling technology
, 152, 161
benefits of
, 155
database
, 156–157
firm setting
, 155–156
new adopter calls
, 163
physical dislocation after 9/11 terrorist attacks
, 157–160
software
, 155
unit
, 160
Visual basic
, 262
VLSI project
, 270
Wikipedia
, 178
Windows
, 95, 272
Windows CE
, 265–275
Windows NT 4.0 desktop
, 272
Winner-take-all competition
, 8–9
Winpad
, 265–275
Wired magazine
, 345
Word processor
, 251
World Wide Web
, 345
X-inefficiencies
, 122
Xtserial program
, 99
Zero price apps
, 235
Zoomer computing systems
, 255–265, 270
- Prelims
- Part I Entrepreneurship and Entrant–Incumbent Dynamics
- Negotiating for the Market
- Innovation Policies
- Nuanced Role of Relevant Prior Experience: Sales Takeoff of Disruptive Products and Product Innovation with Disrupted Technology in Industrial Robotics
- Part II Management of Innovation in Large Firms
- Structural Versus Experienced Complexity: A New Perspective on the Relationship between Organizational Complexity and Innovation
- Network Stability, Network Externalities, and Technology Adoption
- Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective
- Part III Platform-Based Competition
- Dynamic Capabilities and (Digital) Platform Lifecycles
- Platform Boundary Choices & Governance: Opening-Up While Still Coordinating and Orchestrating
- Amazon Warrior: How a Platform Can Restructure Industry Power and Ecology
- Open Source Platforms Beyond Software: From ICT to Biotechnology
- Index