Fast Second: How Smart Companies Bypass Radical Innovation to Enter and Dominate New Markets

By Constantinos Markides, P. Geroski. 2005

287 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/399a8a77ce0e04b012a899422b91a280fbc624d3

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Citations in the corpus

Sustainable entrepreneurship and sustainability innovation: categories and interactions (2011, background): “Markides and Geroski (2005) defi ne radical innovation as innovation that is characterized by creating new-to-the-world markets that are disruptive for both customers and manufacturers (Markides and Geroski, 2005, p. 17).”
A Positive Theory of Social Entrepreneurship (2012, unknown): “This often means adopting the innovations introduced by entrepreneurs or acquiring the innovative firms (Markides and Gerosky 2005).”
The Conflicting Cognitions of Corporate Entrepreneurs (2007, unknown): “Traditionally, managers are focused on mature markets, entrepreneurs on new markets, and intrapreneurs are charged with making a transition from the former to the latter (Markides & Geroski, 2004).”
Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields (2009, background): “Moreover, they are usually surrounded by powerful established firms that may define the nascent market as part of their own existing market or as an attractive new market to enter (Markides & Gerosky, 2005).”
Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals (2008, background): “Some authors argue that in competitive industries, large firms in particular often adopt a “fast second” strategy and commercialize the discoveries of their smaller competitors (e.g., Baldwin and Childs, 1969; Markides and Geroski, 2005).”
Creative industries in the netherlands: structure, development, innovativeness and effects on urban growth (2008, background): “Many of the relatively small innovating firms in creative industries are important sources of innovation for large corporations that ‘subcontract’ the creation of radically new products to them (cf. Markides and Geroski 2005).”
Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules (2008, background): “And Markides and Geroski (2005) suggested that big fi rms should help start - up fi rms create new business models and then use a “ fast - second ” strategy to acquire the start - up fi rms and scale up the new ways of competing.”
Disruptive Innovation: In Need of Better Theory* (2006, background): “Instead, they result from a supply–push process originating from those responsible for 22 J PROD INNOV MANAG 2006;23:19–25 C. MARKIDES developing new technologies (Markides and Geroski, 2005).”
Shared Authentic Leadership and New Venture Performance (2012, background): “This is an important variable to consider because industry environmental uncertainty can be an important obstacle to achieving high growth (Markides & Geroski, 2004).”
Business model innovation vs replication: financial performance implications of strategic emphases (2010, background): “…will be difficult to realize, innovative projects are risky and often fail, and competitors will reap the profits of the firm’s innovative efforts through second-mover and follower advantages (e.g. Lieberman & Montgomery, 1988; Markides & Geroski, 2005; Morgan & Strong, 2003; Simpson et al., 2006).”
Storm Clouds and Silver Linings: Responding to Disruptive Innovations Through Cognitive Resilience (2010, background): “…digital photography revolution illustrate the importance of cognitive inertia in large established firms, and how managers in corporate contexts are more conditioned to consolidate or exploit existing business models rather than create new markets (Markides & Geroski, 2004; Kim & Mauborgne, 2005).”
Entry Timing (2015, background): “Unlike their smaller counterparts, large, multibusiness enterprises exploit slack resources and complementary capabilities to scale up their operation and bypass early entrants (Markides & Geroski, 2005).”