Protecting their digital assets: The use of formal &amp; informal appropriability strategies by App developers

Miric, Milan; Boudreau, Kevin; Jeppesen, Lars Bo

doi:10.1016/j.respol.2019.01.012

Cited by 92 publications

(56 citation statements)

References 65 publications

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“…Previous product development research has centered on firms' strategic planning for applying existing competences and knowledge to the design specifications of a new product (Bhattacharya et al, 1998; Khurana & Rosenthal, 1998). That is consistent with the product innovation literature in which firms deploy capabilities to strive for an optimal design and exploit isolating mechanisms to sustain competitive advantage (Miric et al, 2019). However, the notion of optimal design is untenable in entrepreneurial settings where firms face fluid problems and emergent consumers preferences.…”

Section: Discussionsupporting

confidence: 86%

“…A conventional view of product development encompasses the process by which a novel product concept is translated into product design specifications (Brown & Eisenhardt, 1995). Firms apply product development routines to strive for an optimal design and exploit isolating mechanisms to sustain competitive advantage (Miric, Boudreau, & Jeppesen, 2019). However, the effectiveness of this approach could diminish sharply in an uncertain and complex technological environment (Sommer & Loch, 2004).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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Experience base, strategy‐by‐doing and new product performance

Chen

Wang

Cui

et al. 2020

Strategic Management Journal

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Research Summary Strategy research views firms' diverse experience base as critical to new product success. It also champions strategy‐by‐doing in entrepreneurial settings. This study juxtaposes and bridges these two perspectives to better understand product development. We propose that while a firm's product portfolio diversity contributes to new product success only to a certain degree, design iteration—a postlaunch strategy‐by‐doing approach—is positively associated with new product performance. Our core contribution points to a complementary relationship: strategy‐by‐doing helps mitigate the capacity constraints problem that prevents firms from successfully adapting product development capabilities to a dynamic market. Our analysis of a sample of 2,182 nascent mobile apps from 564 top producers in the U.S. market supports our hypotheses. We discuss implications for product development, strategy‐by‐doing, and technology innovation literature. Managerial Summary Successful product development establishes firms' competitive advantage. The burgeoning digital economy increasingly prompts product development to depend on strategy‐by‐doing and requires firms to adapt a product's design over its lifecycle. Through analyzing a sample of newly launched mobile apps in the U.S. market, we find that while a firm's product portfolio diversity improves new product success to a certain degree, design iteration, a distinct approach to strategy‐by‐doing, underpins a new product's continual attractiveness to users. Moreover, frequent design iterations can overcome the barriers that innovator firms face when applying a diverse repertoire of experiences to product development.

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Section: Discussionsupporting

confidence: 86%

Section: Theory and Hypothesesmentioning

confidence: 99%

Experience base, strategy‐by‐doing and new product performance

Chen

Wang

Cui

et al. 2020

Strategic Management Journal

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“…The red cluster highlights the key characteristics digital platforms share in terms of appropriability mechanisms such as intellectual property and standards, licensing (Miric et al, 2019; Teece, 2018), as well as the mechanisms to maximize growth through network effects, network externalities, R&D spill‐overs of two‐sided markets (Parker et al, 2017). Particular attention is also paid to the governance of ecosystems (Björkdahl, 2020; Cennamo et al, 2020; Nambisan & Baron, 2019) leading the technological transitions (Ozalp et al, 2018) and the business transformation of complex value chains.…”

Section: Digital Transformation and Innovation Management: Opening Upmentioning

confidence: 99%

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Appio

Frattini

Petruzzelli

et al. 2021

J of Product Innov Manag

399

176

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Management and organizational scholars have paid increasing attention to the interconnections between digital transformation and innovation management in the last decade. However, a highly fragmented understanding of this topic is what we are left with so far. In this editorial, we suggest an approach to open up the black box of the interplay between digital transformation and innovation management by providing a framework that identifies three levels of analyisis (i.e., macro, meso, and micro) along which existing and future research on the topic can be organized. This model encourages scholars to conduct theoretical and empirical studies on how digital transformation affects ecosystems’ structure and governance, how industries and firms compete and organize for innovation in a digitalized world, how the processes for developing new products and services change under the effect of digital technologies, and the implications of digital transformation on managing people and teams involved in the innovation process, among the other topics. We also provide a synthesis of the eight papers published in the Special Issue that this editorial introduces and develop an agenda for future research that will hopefully contribute to encourage and shape future scholarly efforts into this field.

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“…Increasingly, companies skilfully combine trademarks with other intellectual property rights (Seip et al 2019) and blend them with informal appropriation mechanisms (Miric, Boudreau, and Jeppesen 2019). Trademarks allow companies to prolong market dominance after patent expiry, in case of science or technology based markets (Reitzig 2004) and copyright expiry in case of creative industries (Calboli 2014).…”

Section: Appropriation Of Rents As a Motive (Innovation Perspective)mentioning

confidence: 99%

Editorial: why and when do firms trademark? Bridging perspectives from industrial organisation, innovation and entrepreneurship

Castaldi

Block

Flikkema

2019

Industry and Innovation

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This editorial to the special issue on "Trademarks and their role in innovation, entrepreneurship and industrial organization" proposes a novel framework to understand why and when firms file trademarks. The three perspectives at the core of the special issue offer several insights on trademark motives but have not been linked for understanding the underlying strategies and contingencies. We propose to study trademark motives in relation to the firm and the innovation life cycle stage. Inspired by the framework, we outline avenues for further research.

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Protecting their digital assets: The use of formal & informal appropriability strategies by App developers

Cited by 92 publications

References 65 publications

Experience base, strategy‐by‐doing and new product performance

Experience base, strategy‐by‐doing and new product performance

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Editorial: why and when do firms trademark? Bridging perspectives from industrial organisation, innovation and entrepreneurship

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