The Incumbent's Curse? Incumbency, Size, and Radical Product Innovation

By Rajesh Chandy, Gerard J. Tellis. 2000

1,425 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4cb7014e5486428ff6fa558a5bfe7e2d9ac19be6

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Citations in the corpus

The Emergence of Dominant Designs (2006, neutral): “As we discussed previously, before the emergence of a dominant design, there are several technological changes in the product category.”
Determinants of radical product innovations (2006, neutral): “Radical innovation that are of interest at this point are characterized by a new technological basis and a novel utility experience to the customer (Chandy and Tellis, 2000).”
Innovation's Effect on Firm Value and Risk: Insights from Consumer Packaged Goods (2008, neutral): “In line with previous research (e.g., Chandy and Tellis 2000; Sorescu, Chandy, and Prabhu 2003), this suggests that large firms introduce both more breakthrough and more incremental innovations.”
A Meta-Analysis of Electronic Word-of-Mouth Elasticity (2015, neutral): “Cheema, Amar and Andrew M. Kaikati (2010), “The Effect of Need for Uniqueness on Word of Mouth,” Journal of Marketing Research, 47 (June), 553–63.”
Technological Evolution and Radical Innovation (2005, positive): “These definitions are refinements of the technological dimension of radical innovations that Chandy and Tellis (2000) define.”
Do Innovations Really Pay Off? Total Stock Market Returns to Innovation (2009, neutral): “Prior research suggests that technologies mature with time (Chandy and Tellis 2000, Foster 1986, Christensen 1992) and that the focus of innovation changes from product to process innovation as a technology matures (Utterback 1974, Adner and Levinthal 2001).”
Technology S-curves in renewable energy alternatives: Analysis and implications for industry and government (2009, neutral): “…established firms or new firms are more likely to be successful in introducing or adopting a new technology (e.g., Anderson and Tushman, 1990; Chandy and Tellis, 2000; King and Tucci, 2002; Robinson and Sungwook, 2002; Sahal, 1981; Suarez and Utterback, 1995; Utterback and Abernathy, 1975;…”
Building innovation capability: The role of top management innovativeness and relative-exploration orientation (2017, neutral): “On the other hand, with richer resources, managers have more flexibility in allocating resources to long-term innovation strategies (e.g., R&D or new product development) (Chandy & Tellis, 2000) and are more likely to employ aggressive innovation strategies such as exploration.”
Marketing in the Sharing Economy (2019, neutral): “Our traditional view of innovation is tightly connected to the market economy and views firms (sometimes with the aid of users) as the primary developers of innovative new offerings and the center of business models (Chandy and Tellis 2000).”