Managing consistency between product development and public standards evolution

Bailetti, Antonio J.; Callahan, John R.

doi:10.1016/0048-7333(94)00811-6

Cited by 21 publications

(20 citation statements)

References 19 publications

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“…Secondly, in addition to the ones found in previous studies (e.g., Sofka and Grimpe, 2010), we included one new group of knowledge sources in our analyses, namely generic-knowledge-driven sources, which include professional associations, standardisation organisations, and de-facto standards. This extension to the categories presented in prior research is justified given the fact that embedded in standards and standardisation processes is a huge amount of knowledge that is of potential use to a large variety of organisations in their innovation activities (see studies referring to the usability of knowledge on standards, e.g., Blind, 2004;Swann, 2000Swann, , 2010DIN, 2000;Gauch and Blind, 2010;Bailetti and Gallahan, 1995).…”

Section: Discussionmentioning

confidence: 99%

Exploring Open Search Strategies and Their Perceived Impact on Innovation Performance—empirical Evidence

Henttonen

Ritala

Jauhiainen

2011

Int. J. Innov. Mgt.

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Given Chesbrough's idea of open innovation, it could be said that external knowledge is an important element in the optimisation of in-house innovation. External knowledge is distributed among various actors and is accessible through many channels. However, we still do not know much about the search strategies that affect innovation performance. Our study therefore explores the relationship between open knowledge search strategies and company-level innovative performance. This study examines the open search strategies of 193 firms on the basis of cross-sectional data from Finnish markets. We identified four specific strategies, namely (1) market-driven, (2) science-driven, (3) intermediary-driven and (4) generic-knowledge-driven. According to the results, all except intermediary-driven strategies positively affect innovation performance.

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Section: Discussionmentioning

confidence: 99%

Exploring Open Search Strategies and Their Perceived Impact on Innovation Performance—empirical Evidence

Henttonen

Ritala

Jauhiainen

2011

Int. J. Innov. Mgt.

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“…Standard setting is also prone to failure as interested stakeholders may be part of rapid changing and highly decentralized networks (Bailetti & Callahan, 1995). Markets forces thus often fail to achieve standardization under oligopolistic competition in industries with network effects (Farrell & Saloner, 1986a), and may even settle on a standard that is inferior in terms of overall social welfare.…”

Section: Why Imperfect Standards For Web Services?mentioning

confidence: 99%

Realizing the vision for web services: Strategies for dealing with imperfect standards

Gosain

2006

Inf Syst Front

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Organizations considering the adoption of the web services framework for their Information Technology (IT) applications are confronted with a period of technological ferment, as standards for supporting non-trivial business process functionality are not yet in place. Evolving standardization poses challenges in the form of intertemporal dependencies as organizations' conformance to the standards that emerge in the future is contingent on their current design choices that need to be made ex-ante without complete information of how standards will evolve. At the same time, there are significant early-mover benefits to be gained by executing an IT strategy using web services as a cornerstone. This paper draws upon coordination theory to develop a conceptual framework outlining three approaches for organizations to deal with changing standardization regimes: (a) The dependencies across components, conforming to different standardization regimes, are continually bridged through intermediary services (e.g., using a protocol adapter that translates to an unanticipated emergent standard), (b) The dependencies across components are minimized through loose coupling so that standardization regime changes for any component have a minimal impact on other components (e.g., encapsulating the functionality susceptible to design change into a module with abstract interfaces), and (c) The impacted components are rapidly reconfigurable as and when standardization regime changes (e.g., by building in "extension" features into applications). The risk for organizations investing in web services can be further managed by mechanisms such as organization's attention to signals from the periphery, undertaking low-risk experiments to learn in different areas, and bricolage-like improvisations of their legacy components at hand.

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“…Several contributions in the literature have studied de facto standardisation and the strategies companies may adopt to successfully lead the standardisation process, but they are all characterised by considering only a narrow range of possibilities. We think that among them three sub-categories can be distinguished: * works dealing with the tactics that can be used to sponsor the adoption of one's own standard (Besen and Farrell, 1994;Farrell and Gallini, 1988;Besen, 1992;Mangematin and Callon, 1995;Langlois and Robertson, 1992;Katz and Shapiro, 1994); * works concerned with the decision of whether or not to make a coalition in order to facilitate the adoption of a well defined standard (Jorde and Teece, 1990;Axelrod et al, 1995, Doz andHamel, 1998;Weiss and Sirbu, 1990); and * works that, grounded in the extensive literature concerning dominant design and the introduction of new products=technologies on the market (Abernathy and Utterback, 1982;Bryman, 1997;Chung, 1999;Cohen et al, 1996;Crawford, 1992;Grindley and Toker, 1993;Kerin et al, 1996;Teece, 1998;Tellis and Golder, 1996;Utterback, 1982Utterback, , 1994Vesey, 1991;Von Braun, 1997;Wood and Brown, 1998), try to investigate the definition of the appropriate timing of standardisation (Bailetti and Callahan, 1995;David, 1992;David and Greenstein, 1990;David and Steinmueller, 1994;Ehrnberg and Jacobsson, 1997;Grindley and Toker, 1993;McWilliams and Ziberman, 1996;Teece, 1986).…”

Section: The Dimensions Of Standardisation Strategymentioning

confidence: 99%

Standard–setting processes: evidence from two case studies

Chiesa¹,

Manzini²,

Toletti³

2002

R & D Management

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In many hi-tech sectors one of the most important dimensions of competition is standardisation. This is particularly true in modular markets (i.e. markets characterised by the existence of modular architectures) and in network markets (i.e. markets where users would like to buy products compatible with those bought by others). Different processes may lead to the standard-setting. Sometimes there are fierce standardisation wars whereas in other cases competitors are able to agree on a common standard before the introduction of the technology on the market. In this paper we endeavour to provide an interpretative framework of the standardisation process and validate such a framework through an in-depth analysis of two case studies in a typical network market (the multimedia sector): the case of the Modem 56k and the case of the Information Appliances-Enhanced TV.The two case studies offer some evidence of the standardisation process and of the growing importance of super-partes organisations (Standard Development Organisations) in the mediation process between different interests and technologies to impose a common standard on the market.

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Managing consistency between product development and public standards evolution

Cited by 21 publications

References 19 publications

Exploring Open Search Strategies and Their Perceived Impact on Innovation Performance—empirical Evidence

Exploring Open Search Strategies and Their Perceived Impact on Innovation Performance—empirical Evidence

Realizing the vision for web services: Strategies for dealing with imperfect standards

Standard–setting processes: evidence from two case studies

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