Technological innovation and market turbulence: The dot-com experience

Wang, Zhu

doi:10.1016/j.red.2006.10.001

Cited by 27 publications

(13 citation statements)

References 23 publications

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“…This implies that the marketing managers in Finnish high technology companies perceive the marketplace to be more complex than the respondents in the Cooper study, which included more broad based and well established industries in its sample (automotive components, chemicals, computer equipment, food and packaging equipment etc.). This is an expected finding since the market of high technology products has been characterized to be turbulent in nature (Mohr, et al, 2004;Mohr, 1996;Gardner, et al, 2000;Wang, 2007). The exploratory factor analysis (EFA) iterations indicated that there is some degree of equivalence in the factor formation between the successful and unsuccessful NPD projects.…”

Section: Discussionmentioning

confidence: 81%

The Marketplace Variables in Successful and Unsuccessful NPD Projects in Technology Intensive Companies

Haverila

2010

Journal of Technology Management & Innovation

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We present an exploratory investigation of how managers conceptualize and perceive ‘marketplace’ variables in successful and unsuccessful New Product Development (NPD) projects, and explore the role that marketplace variables play in differentiating between successful and unsuccessful NPD outcomes. Limitations and future research directions are also discussed.
Our findings indicate that managers perceive the marketplace in multiple ways during the NPD process and also that differences exist in metric equivalence across successful and unsuccessful NPD projects. Also, although half of the marketplace variables are positively related to NPD success, managers in Finnish technology companies appear to attach higher relative importance to market attractiveness rather than market competitiveness variables. Marketplace variables appear to be less important than in the Korean and Chinese samples, and much more important than in the Canadian sample in the Mishra et all study (1996), and similarly much more important than in the Cooper study (1979b).

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Section: Discussionmentioning

confidence: 81%

The Marketplace Variables in Successful and Unsuccessful NPD Projects in Technology Intensive Companies

Haverila

2010

Journal of Technology Management & Innovation

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“…In a market replete with smart entrepreneurs, where information travels very fast, players have access to similar technologies and capital costs are modest, good ideas rarely remain uncontested. Therefore, despite the huge buzz around success stories of get‐big‐fast strategies in emerging online markets, from Amazon to YouTube, Facebook and DropBox, the fact is that only a handful of firms have successfully traversed this path and for each successful case one can find hundreds of failed businesses (Wang, ).…”

Section: Discussionmentioning

confidence: 99%

Joint pricing and openness decisions in software markets with reinforcing loops

Rahmandad

Sibdari

2012

System Dynamics Review

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In software markets, pricing and openness interact to determine profitability through the direct effect of openness on feasible prices and costs, and their impact on different reinforcing feedback loops such as network effects. We develop a simulation model of the inner workings of a software firm, product life cycle and market aggregation, and analyze their interactions in a competitive market. The reinforcing loops increase the value of early market lead and put pressure on the competing firms to seek such advantage. The competitive equilibrium under strong reinforcing loops calls for highly open software products with early discounts that significantly compromise the profitability of the players. Proprietary platforms and higher prices are favored when those mechanisms are weak. We discuss the implications of this analysis for the dynamics of different competitive markets as well as the contributions to the system dynamics literature in analyzing Nash equilibrium of differential games. Copyright © 2012 System Dynamics Society.

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“…If it does not materialize, it enables and conditions the creation of innovation. Constantly emerging types of knowledge and their combination and complementarity, including with existing types of knowledge (see Wang 2007), create unlimited opportunities for innovation. They are often overlooked or underestimated by competitors.…”

Section: Thinking About Resilience In Innovationmentioning

confidence: 99%

Strengthening the Innovation Resilience of Polish Manufacturing Firms in Unstable Environments

Wziątek-Kubiak

Pęczkowski

2021

J Knowl Econ

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This study examines factors that increase resilience in innovation of Polish manufacturing firms in an unstable environment. Organizational resilience in innovation is the ability to continuously perform innovation in a turbulent environment and increase knowledge accumulation. In 2008–2012, Poland did not have crisis itself. Short-term slowdown of the economy was accompanied by a breakdown of innovation activities, with a medium-term effect. Based on the Polish Community Innovation Survey panel data for two periods: the innovation crisis (2008–2010), and the innovation pessimism period (2010–2012), this study shows which innovative resources change the probability of innovation continuity in the second period. In our probit model, we explore 42 factors of innovations. We found that financing, R&D and marketing increased the probability of continuity of innovation, but the influence of financing was the strongest. Persistence in innovation in turbulent times hence requires a change in the structure of innovation resources used. Due to the fact that public support on innovation did not increase the likelihood of the continuity of the innovation, a policy change is required. Reliability of our estimation is confirmed by accuracy of prediction of firms, which was 78.2%.

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Technological innovation and market turbulence: The dot-com experience

Cited by 27 publications

References 23 publications

The Marketplace Variables in Successful and Unsuccessful NPD Projects in Technology Intensive Companies

The Marketplace Variables in Successful and Unsuccessful NPD Projects in Technology Intensive Companies

Joint pricing and openness decisions in software markets with reinforcing loops

Strengthening the Innovation Resilience of Polish Manufacturing Firms in Unstable Environments

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