Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture

By Michael G. Jacobides, Stephan Billinger. 2006

481 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5bdbb4f8cc57948eeb9b66e70d3fb52b4edda594

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In Strategy and Management

Citations in the corpus

The business model: Theoretical roots, recent developments, and future research (2010, unknown): “…& Appleyard, 2007, California Management Review Gulati, 1998, Strategic Management Journal Hansen & Birkinshaw, 2007, Harvard Business Review Jacobides & Billinger, 2006, Organization Science Jacobides, Knudsen, & Augier, 2006, Research Policy Normann & Ramirez, 1993, Harvard Business…”
Resources, Capabilities and Entrepreneurial Perceptions (2007, background): “Entrepreneurial energies and individuals’ ambitions lead to experimentation with new business activities – e.g. exploring the possibilities of a new value-chain business model ( Jacobides and Winter, 2007) – within a competitive landscape that is typically in disequilibrium.”
The hidden costs of outsourcing: evidence from patent data (2010, background): “Even less research focuses explicitly on the link between firm performance and knowledge complementarities of vertically related activities (Brusoni et al., 2001; Jacobides and Billinger, 2006).”
Open innovation practices in SMEs and large enterprises (2012, unknown): “Coupled OI focusses on strategic alliances that unite both in- and outbound OI (see also Jacobides and Billinger 2006).”
The Effects of Innovation on Vertical Structure: Perspectives on Transaction Costs and Competences (2008, unknown): “A complementary perspective on the direction of the vertical integration is suggested by Jacobides (2006).”
Microfoundations of Routines and Capabilities: Individuals, Processes, and Structure (2012, unknown): “studies have shown that institutional norms matter to capability development (Jacobides and Billinger, 2006; Fauchart and Von Hippel, 2008).”
Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2009, background): “Jehn (1997), for instance, finds that groups that accept conflict around tasks, such as capability devel opment in our context, are particularly effective.”
A Multidimensional Conceptualization of Environmental Velocity (2010, background): “…increasing rate of change in consumer preference and demand has led to significant shifts in firms’ strategies, particularly speeding up the supply chain (Richardson, 1996) and altering organizational structures and boundaries (Djelic & Ainamo 1999; Jacobides & Billinger, 2006; Siggelkow, 2001).”
Leveraging External Sources of Innovation: A Review of Research on Open Innovation (2014, unknown): “across the value chain (Benassi and Di Minin, 2009; Jacobides and Billinger, 2006; Sandmeier, 2009).”
Where do transactions come from? Modularity, transactions, and the boundaries of firms (2007, background): “Moreover, divisional boundaries are often modularized to facilitate these internal transactions (Jacobides and Billinger, 2006).”
Value Creation in Innovation Ecosystems: How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations (2010, background): “…and Yoffie, 2005), positioning and coordination choices (Iansiti and Levien, 2004; Gawer and Cusumano, 2002), customer expectations (Tripsas, 2006; Adner, 2004), and value chain configuration (Jacobides and Billinger, 2006) all become more visible and more important in the context of ecosystems.”
Successive changes in leadership in the worldwide mobile phone industry: The role of windows of opportunity and firms’ competitive action (2017, background): “…response’ is crucial for the firm survival (McGrath and Kim, 2014), vertical integration can accelerate the development of systemic innovations by facilitating information flows, the coordination of investment plans (Teece, 1996), and time-to-market reduction (Jacobides and Billinger, 2006).”
The Architecture and Design of Organizational Capabilities (2006, unknown): “A number of questions pertain: How do firms use their boundary design to improve on their capability? Over and above transactional alignment, how does boundary design affect the organization as a whole (Jacobides and Billinger, 2006)? Or, how do managers use the boundaries of influence and control t”
Platform Rules: Multi-Sided Platforms as Regulators (2008, unknown): “This is because the MSP is at the nexus of bilateral relationships with most other parties in the ecosystem and may capture a share of value created via each relationship (e.g. through “taxing” each party, complementary platform sales, etc.) (cf. Jacobides and Billinger 2006).”