Learning from Automobiles and Mobility Services: Modularity, Ecosystem Structure &amp; Value Migration

Jacobides, Michael G.; MacDuffie, John Paul; Alochet, Marc; Lieberman, Marvin B.; Murmann, Johann Peter; Tae, C. Jennifer; Baldwin, Carliss Y.; Arora, Ashish

doi:10.5465/amproc.2023.13518symposium

Cited by 3 publications

(1 citation statement)

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“…In contrast, when the technology was easier to mix and match and interface with complementary technologies, the need to adapt these technologies was low; the tasks could be modularized and partitioned. Our informants suggested that the ability to "partition tasks" into modules affected the need for coordination and managerial oversight on their part in the development of the technology (Jacobides, Baldwin, and Dizaji 2007;Sanchez 1996) and determined their choice of product forms. Bryan, the cofounder of a software company, explained that modular or a "stacked [product] architecture" can be more easily mixed and matched, requiring less adaptation on his company's part to generate the value.…”

Section: Resultsmentioning

confidence: 99%

A Theory of Product-Form Strategy: When to Market Know-How, Components, or Systems?

Frias¹,

Ghosh²,

Janakiraman³

et al. 2023

Journal of Marketing

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Commercializing technological innovations is a strategic goal in entrepreneurial ventures and established firms. One fundamental decision that remains understudied in this context is the form in which the innovation is to be commercialized. We term this decision the firm's product-form strategy (PFS) for the innovation. In Study 1, we employ a theories-in-use approach and, using in-depth interviews and field observations with technology entrepreneurs and angel investors, develop a theory of PFS –to market the innovation as either know-how, a component, or a system – and identify the primary drivers of this choice. The theory is tested using a multi-method, multi-context approach. In Study 2, we use proprietary investment proposals generated by entrepreneurial ventures when they seek support from angel investors. In Study 3, we test the theory using video transcriptions of technology proposals from Shark Tank. In Study 4, we assess the internal validity of the theory with active angel investors as subjects. We find consistent support for our theory and conclude with implications for theory and managerial practice.

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Section: Resultsmentioning

confidence: 99%

A Theory of Product-Form Strategy: When to Market Know-How, Components, or Systems?

Frias¹,

Ghosh²,

Janakiraman³

et al. 2023

Journal of Marketing

View full text Add to dashboard Cite

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Building synthetic worlds: lessons from the excessive infatuation and oversold disillusionment with the metaverse

Jacobides,

Candelon,

Krayer

et al. 2023

Industry and Innovation

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Experimental Networks: A Missing Link in Facilitating Systemic Transitions Through Projects?

Miterev,

Engwall

2024

Project Management Journal

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This article analyzes how firms can enable their innovation strategies through projects under various conditions. Previous research has identified an array of project-related means, such as explorative projects, project lineages, and ambidextrous programs, by which firms aim to realize their long-term innovation goals. These approaches, although powerful, are primarily focal firm-centered; address product-, platform-, and business-model levels; and tend to draw heavily on the firm’s resources and coordination efforts. However, systemic transitions are characterized by complex and unforeseen redefinitions of organizational and industrial boundaries, which require mobilization of resources by multiple actors, prompting firms to engage in time-limited experimental networks. This article introduces this concept to project studies and juxtaposes it with the key extant project-based concepts for enabling innovation by scrutinizing their definitions, intended scope of innovation, locus of attention, and coordination principles. Consequently, it draws attention to the importance of interorganizational aspects when facing a systemic transition and contributes to an emerging debate on the linkages among project studies, innovation management, and sociotechnical transitions.

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Learning from Automobiles and Mobility Services: Modularity, Ecosystem Structure & Value Migration

Cited by 3 publications

References 0 publications

A Theory of Product-Form Strategy: When to Market Know-How, Components, or Systems?

A Theory of Product-Form Strategy: When to Market Know-How, Components, or Systems?

Building synthetic worlds: lessons from the excessive infatuation and oversold disillusionment with the metaverse

Experimental Networks: A Missing Link in Facilitating Systemic Transitions Through Projects?

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