1994
DOI: 10.1016/0737-6782(94)90118-x
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Pioneering versus incremental innovation: Review and research propositions

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Cited by 173 publications
(40 citation statements)
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“…Therefore, the strategic choice to innovate novel business models (as opposed to imitate ones existing in the market) might lead, on average, to inferior financial performance for small firms. Large firms, in contrast, have advantages such as economies of scale and the ability to bear risk and access financial resources which enable them to innovate (Ali, 1994;Galbraith, 1952), as well as complementary assets (e.g. sales and service forces and distribution facilities) which allow them to appropriate the returns from innovations in a relatively effective way (Levin, Klevorick, Nelson, & Winter, 1987;Tripsas, 1997).…”
Section: Financial Performance Implications Of the Strategic Emphasesmentioning
confidence: 99%
“…Therefore, the strategic choice to innovate novel business models (as opposed to imitate ones existing in the market) might lead, on average, to inferior financial performance for small firms. Large firms, in contrast, have advantages such as economies of scale and the ability to bear risk and access financial resources which enable them to innovate (Ali, 1994;Galbraith, 1952), as well as complementary assets (e.g. sales and service forces and distribution facilities) which allow them to appropriate the returns from innovations in a relatively effective way (Levin, Klevorick, Nelson, & Winter, 1987;Tripsas, 1997).…”
Section: Financial Performance Implications Of the Strategic Emphasesmentioning
confidence: 99%
“…Consequently, there are increased pressures on firms to continually advance their knowledge and technologies to ensure long-term prosperity and survival (Steele, 1989;Ali, 1994;Polenske, 2004). Because it is becoming increasingly more difficult for firms to rely exclusively on in-house activities due to limited expertise and resources (Pisano 1990;Hamel and Prahalad, 1994), firms have to acquire knowledge and technology from a variety of external sources.…”
Section: Introductionmentioning
confidence: 99%
“…Intense global competition, rapid technological change and shorter product life cycles have transformed the current competitive environment (Ali, 1994;Keeble, 1997;Prahalad, 1998;Kitson et al, 2004). Consequently, there are increased pressures on firms to continually advance their knowledge and technologies to ensure long-term prosperity and survival (Steele, 1989;Ali, 1994;Polenske, 2004).…”
Section: Introductionmentioning
confidence: 99%
“…Galbraith [12] and Ali [13] supported this position postulating that economies of scale in research and development, the ability to spread risk and greater access to financial resources permit large firms to be more innovative than their smaller counterparts. We may extend these advantages to the effective management of disruptive technology.…”
Section: Disruptive Technology and Firm Size As Predictors Of Net Incmentioning
confidence: 99%