Dominant designs, innovation shocks, and the follower's dilemma

Argyres, Nicholas; Bigelow, Lyda S.; Nickerson, Jack A.

doi:10.1002/smj.2207

Cited by 127 publications

(108 citation statements)

References 61 publications

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“…Porter’s () framework of strategic orientation has been widely used in the strategy literature and continues to be a useful means of understanding firms’ general positions in their industries (e.g., Argyres et al, ; Shinkle et al, ; Zatzick et al, ). According to this framework, firms generally position themselves using two generic strategic orientations: differentiation or low‐cost.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

Fainshmidt

Wenger

Pezeshkan

et al. 2018

J Management Studies

215

131

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Recent studies suggest the relationship between dynamic capabilities and competitive advantage may be jointly affected by organizational and environmental factors. We enrich this nascent perspective by developing a configurational theoretical framework – underpinned by the mechanism of strategic fit – wherein dynamic capabilities lead to a competitive advantage when they support a strategic orientation appropriate for the levels of dynamism and munificence in the environment. Results of a fuzzy‐set Qualitative Comparative Analysis using primary data show that dynamic capabilities lead to a competitive advantage in dynamic, munificent environments by enabling the combination of differentiation and low‐cost orientations. In stable, non‐munificent environments, dynamic capabilities are effective in support of a low‐cost orientation. The central insight of this study is that the relationship between dynamic capabilities and competitive advantage is contingent upon the strategic fit between organizational and environmental factors, contributing to a more rigorous and configurational dynamic capabilities view.

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Section: Theory and Hypothesesmentioning

confidence: 99%

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

Fainshmidt

Wenger

Pezeshkan

et al. 2018

J Management Studies

215

131

View full text Add to dashboard Cite

show abstract

“…We measured a firm's technological niche width as the range of engine capacity (in horsepower) across all HEV models for any given year (Dobrev, Kim, & Carroll, ). This measure has been used in previous studies investigating the automobile industry (Argyres, Bigelow, & Nickerson, ; Dobrev, Kim, & Carroll, ; Dobrev, Kim, & Hannan, ). Specifically, we computed a firm i 's technological niche width at time point t using the formula below:

{Technological Niche Width}_{it} = {Emax}_{it} - {Emin}_{it}

where E max it and E min it indicate a firm i 's largest and smallest engine capacity in year t , respectively (Dobrev etal., ; Rhee, Kim, & Han, ).…”

Section: Methodsmentioning

confidence: 99%

“…We, therefore, included a control variable called supplier availability in our analysis (Argyres & Mostafa, 2016;Novak & Stern, 2009) and measured it by counting the number of major suppliers in the drivetrainspecific components listed in the Top 100 global parts suppliers list, which is published annually by Autonews magazine. We have also included a vehicle-specific control called strategic positioning, measured by taking the natural logarithm of the vehicle price (Argyres et al, 2015;Argyres & Mostafa, 2016).…”

Section: Control Variablesmentioning

confidence: 99%

The impact of competition on vertical integration: The role of technological niche width

2020

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Despite there being numerous studies exploring the relationship between competition and vertical integration, the empirical findings regarding the nature of this relationship are still unclear. The current study suggests that technological niche width mediates the relationship between competition and vertical integration. It also suggests that technological niche width and vertical integration play a complementary role in enhancing firm performance. These arguments have found empirical support in the examination of the U.S. hybrid electric vehicle market from 2008 to 2016. In so doing, this study provides an opportunity to better understand the relationship between competition, vertical integration, and technological niche width. In addition, it explains how firms can effectively manage fierce competition and achieve the goal of superior performance through strategic decisions regarding vertical integration and technological niche width.

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“…Competition between firms occurs through price changes or attribute bundle changes. Changes in attribute bundles—product competition—among incumbents is limited to incremental moves due to the adjustment costs associated with altering production technology (Argyres et al, ). An incumbent firm replacing one production technology with another to create dramatic shifts in product competition would be modeled as a new entrant.…”

Section: Value Creation In Strategy Spacementioning

confidence: 99%

An economic model of strategic entrepreneurship

Westgren

Wuebker

2019

Strategic Entrepreneurship

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Research Summary How do new entrants create and capture value in established industries? Starting from the foundations of neoclassical economics, we model entrepreneurial entry and competition as occurring simultaneously in production technology space and product attribute space. Our model's central feature is to disaggregate entrepreneurial rents into four components: arbitrage, innovation, organization, and uncertainty‐bearing. This permits us to model the nature of value creation from a common analytical platform, and to measure value capture as a set of distinct rent streams available to multiple stakeholders over time. Managerial Summary Although there is broad consensus that the essence of entrepreneurship is the creation and capture of new value, both scholars and practitioners have struggled to connect this basic exhortation to the entrepreneurial process. This paper argues that returns to entrepreneurial action can be generated through four main mechanisms: innovation, uncertainty‐bearing, new business models, or inter‐industry arbitrage—either uniquely, or in combination. Examining these mechanisms for value creation together reveals implications for how best to organize and manage the entrepreneurial process so that that returns to entrepreneurial action can be appropriated equitably.

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Dominant designs, innovation shocks, and the follower's dilemma

Cited by 127 publications

References 61 publications

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit

The impact of competition on vertical integration: The role of technological niche width

An economic model of strategic entrepreneurship

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