Toward Reimagining Strategy Research: Retrospection and Prospection on the 2011<i>AMR</i>Decade Award Article

Priem, Richard L.; Butler, John E.; Li, Sali

doi:10.5465/amr.2013.0097

Cited by 164 publications

(134 citation statements)

References 75 publications

Supporting

Mentioning

130

Contrasting

Unclassified

Order By: Relevance

“…In addition -and beyond the suggestions we have made above -this perspective may allow extending discussions on the demand side perspective of the resource-based view (Priem et al, 2013).…”

Section: Page 50 Of 67 Academy Of Management Journalmentioning

confidence: 96%

See 1 more Smart Citation

Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game when Uncertainty is High

Dattée

Alexy

Autio

2018

AMJ

392

384

View full text Add to dashboard Cite

Abstract:Innovation ecosystems are increasingly regarded as important vehicles to create and capture value from complex value propositions. While current literature assumes these value propositions can be known ex-ante and an appropriate ecosystem design derived from them, we focus instead on generative technological innovations that enable an unbounded range of potential value propositions, hence offering no clear guidance to firms. To illustrate our arguments, we inductively study two organizations, each attempting to create two novel ecosystems around new technological enablers deep in their industry architecture. We highlight how ecosystem creation in such conditions is a systemic process driven by coupled feedback loops, which organizations must try to control dynamically: firms first make the switch to creating the ecosystem following an external pull to narrow down the range of potential applications; then need to learn to keep up with ecosystem dynamics by roadmapping and preempting, while simultaneously enacting resonance. Dynamic control further entails counteracting the drifting away of the nascent ecosystem from the firm's idea of future value creation and the sliding of its intended control points for value capture. Our findings shed new light on strategy and control in emerging ecosystems, and provide guidance to managers on playing the ecosystem game.

show abstract

“…In addition -and beyond the suggestions we have made above -this perspective may allow extending discussions on the demand side perspective of the resource-based view (Priem et al, 2013).…”

Section: Page 50 Of 67 Academy Of Management Journalmentioning

confidence: 96%

“…The notion of anticipated control points in the emerging ecosystem blueprints relates to recent calls in the demand-side perspective literature on the resource-based view to endogenize the determination of a resource's value (e.g., Priem, Butler, & Li, 2013;Schmidt & Keil, 2013).…”

Section: Implications For Theorymentioning

confidence: 99%

Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game when Uncertainty is High

Dattée

Alexy

Autio

2018

AMJ

392

384

View full text Add to dashboard Cite

show abstract

“…We know firms are loci of value-creation; it is their raison d'être. But not all parts of the economy create value; some are more focused in value capture (Priem et al 2013). Monopolies may extract value rather than add it.…”

Section: Concluding Commentmentioning

confidence: 99%

BSchools and Their Business Models

Spender

2017

Humanist Manag J

View full text Add to dashboard Cite

In 1937 Coase explored the 'nature of the firm' and concluded economists cannot explain why firms exist, why their boundaries are where they are, why their internal arrangements are as they are, or why their performance is so varied. Without a viable theory of the firm we educators have no sound basis for teaching managing them. Economists have not yet answered Coase's questions and our discipline seems to ignore the implications. More precisely we have no theories of the firm that can explain profit, yet surely our students are headed into managing profit-seeking? If we follow Knight's intuition and introduce uncertainty we create great difficulties for those managing business schools, as Simon observed in his 1967 paper on designing them (Simon, Journal of Management Studies, 4(1): [1][2][3][4][5][6][7][8][9][10][11][12][13][14][15][16] 1967). This essay explores the implications for business schools of seeing a firm as a local language that indicates what must be attended to and how that should be treated if value and profit is to be created.

show abstract

“…Adner and Zemsky (2006) have shown the importance of consumer demand and preferences in helping determine the SCA of firms. Priem, Butler and Li (2013) and Priem et al (2012), have called for an analysis of value creation in firms, and the role of consumer demand in helping create and co-create value. As noted by Levitas (2013) The theory of the MNE as summarized above is supply-side driven and underplays the demand side of the equation.…”

Section: The Demand Sidementioning

confidence: 99%

Entrepreneurial Imagination and a Demand and Supply-side Perspective on the MNE and Cross-border Organization

Jones¹,

Pitelis

2015

Journal of International Management

View full text Add to dashboard Cite

We focus on supply and the under-explored demand-side factors that help explicate crossborder expansion, the Multinational Enterprise (MNE) and organization. We explore how appropriability-informed and legacy-shaped entrepreneurial imagination motivates a process of creation and co-creation of the cross-border business context (such as markets, demand, and supporting infrastructures, including business ecosystems), and when feasible the wider institutional, regulatory and even cultural one, that conventional International Business (IB) literature takes as a datum. This is examined conceptually and by drawing on illustrative case examples. We claim that by focusing on agency, learning, intentionality and demand-side factors, our approach complements, and also challenges extant sometimes static, supply-side, agent-agnostic theories of the MNE and helps appreciate better phenomena such as market, demand and value creation, and co-creation, MNEs without firm specific advantages and born-global firms.Keywords: entrepreneurship, imagination, history, appropriability, market and demand creation, cross-border expansion and organisation, MNE 3 "Imagination is more important than knowledge. For knowledge is limited to all we now know and understand, while imagination embraces the entire world, and all there ever will be to know and understand." Albert Einstein (1931) "Apple itself, which Jobs considered his greatest creation, a place where imagination was illustrated, applied and executed…." Walter Isaacson (2011) In critiquing the role of the multinational enterprise (MNE) in global organization and governance, Stephen Hymer (1972), arguably the father figure of the theory of the MNE and foreign direct investment (FDI), suggested that through what he called a 'correspondence principle', MNEs shape the world to their 'image', creating a hierarchical world order, involving 'superior' and 'inferior' states (a 'core' and a 'hinterland'), and even 'superior' and 'inferior' classes of peoples both within nations and cross-border (Dunning & Pitelis, 2008).Edith Penrose (1955;1959, arguably the mother figure of the resource-based view (RBV) of the firm and the MNE, explained firm growth in terms of the concept of 'productive opportunity', defined as the dynamic interaction between the perceived external environment (such as demand and competition), and the internal one (such as resources and capabilities). Drawing on Boulding (1956), Penrose suggested that the perceived 'productive opportunity' of firms was an 'image' in the minds of entrepreneurial managers. That 'image', however, was formed in the context of a real-life history-based, path dependent, evolutionary change, shaped by purposive action by economic actors, notably entrepreneurs. 4Penrose also observed that "there would seem to be a complementarity between theory and history" (Penrose, 1989:11) and that 'theory is needed precisely because reality is so complicated' (ibid). We submit that this observation is accurate, yet limited in that learning as...

show abstract

Toward Reimagining Strategy Research: Retrospection and Prospection on the 2011AMRDecade Award Article

Cited by 164 publications

References 75 publications

Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game when Uncertainty is High

Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game when Uncertainty is High

BSchools and Their Business Models

Entrepreneurial Imagination and a Demand and Supply-side Perspective on the MNE and Cross-border Organization

Contact Info

Product

Resources

About