Value Creation in Innovation Ecosystems: How the Structure of Technological Interdependence Affects Firm Performance in New Technology Generations

By Ron Adner, Rahul Kapoor. 2010

2,580 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5e57f9bce2a4e044d568a383025a501f649e542d

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Unpaid Crowd Complementors: The Platform Network Effect Mirage (2015, neutral): “…multi-sided markets in which producers of complementary goods (‘complementors’) on one side compete to sell to users on the other side1 (e.g., Rochet and Tirole, 2003; Shankar and Bayus, 2003; Parker and Van Alstyne, 2005; Adner and Kapoor, 2010; Zhu and Iansiti, 2011; Cennamo and Santaló, 2013).”
Discontinuities, competition, and cooperation: Coopetitive dynamics between incumbents and entrants (2018, background): “First, we establish a link between complementary-asset discontinuities and the emergence of platforms and ecosystems (Adner and Kapoor, 2010) through the mechanisms of enhanced network externalities and technological standards in manufacturing and distribution (Farrell and Saloner, 1985; Marshall, 1”
The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2016, positive): “They collectively create novel and useful solutions to innovation problems, with or without a central keystone firm (Iansiti and Levien 2002; Adner and Kapoor 2010; Radziwon, Bogers, and Bilberg, forthcoming).”
Open innovation in SMEs: Exploring inter-organizational relationships in an ecosystem (2017, background): “-----------------------------Insert Figure 1 about here -----------------------------Due to a variety of stakeholders, it is much bigger and richer than a firm’s immediate customer‒supplier network (Adner and Kapoor, 2010; Afuah, 2000; Eisenhardt and Galunic, 2000; Iansiti and Levien, 2004; Moore, 1”
Make-or-buy configurational approaches in product-service ecosystems and performance (2019, methodology): “The term business ecosystem is used in the innovation management field to underline the interdependences, complementarities and coevolving capabilities among the members of an ecosystem (Adner & Kapoor, 2010).”
A multi-level perspective on innovation ecosystems for path-breaking innovation (2017, neutral): “Previous research argues that a focal venture can manipulate these objects to improve the internal alignment of the ecosystem—which then determines the extent to which the ecosystem is able to create and deliver its value proposition (Adner, 2016; Adner and Kapoor, 2010; Iansiti and Levien, 2004).”
The Role of IS Capabilities in the Development of Multi-Sided Platforms: The Digital Ecosystem Strategy of Alibaba.com (2015, background): “These entities could include the suppliers, producers, intermediaries, customers, and complementors in a business network (Adner & Kapoor, 2010; Cusumano & Gawer, 2002) that " need each other in some way " (Evans & Schmalensee, 2007, p. 152).”
Strategic Entrepreneurship: Creating Value for Individuals, Organizations, and Society (2011, positive): “In addition, novel innovations could be used to address a number of environmental problems (Adner & Kapoor, 2010).”
Towards a theory of ecosystems (2018, neutral): “Empirical studies in this area have mainly examined start-ups in internet, high-tech, and ICT sectors. innovations will fail (e.g., Adner & Kapoor, 2010; Adner, 2012; Kapoor & Lee, 2013).”
Strategy and Uncertainty: Resource-Based View, Strategy-Creation View, and the Hybrid Between Them (2021, neutral): “…industry (Kapoor & Furr, 2015; Ozcan & Eisenhardt 2009), how firms innovate (Hannah & Eisenhardt, 2018; Thatchenkery & Katila, 2021), how they adapt (Furr & Kapoor, 2018; Ozcan & Hannah, 2020), and firm performance (Adner & Kapoor, 2010; Burford, Shipilov & Furr, 2021; Jacobides & Tai, 2015).”
Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models (2013, background): “…so far has focused on the first two types of innovation (e.g., Shan, Walker, and Kogut 1994; Banbury and Mitchell 1995; Eisenhardt and Tabrizi 1995; Schroeder 2006; Katila and Chen 2008; Leiblein and Madsen 2009; Roberts 1999; Adner and Kapoor 2010; Leiponen and Helfat 2010; Zhou and Wu 2010).”
Conundra and Progress: Research on Entry Order and Performance (2013, background): “At the industry level, for example, Adner and Kapoor (2010) have shown that first mover advantage is dependent on the technological readiness of ecosystem elements, and at the firm level, Franco et al. (2009) have demonstrated that technological capabilities largely determine the survival of…”
Entrepreneurship in global innovation ecosystems (2011, background): “Co-specialization appears to extend well beyond immediate innovation networks to cover global supply chains as well ( Adner and Kapoor 2010; Almirall and Casadesus-Masanell 2010; Dhanaraj and Parkhe 2006; Gray and Meister 2004).”
The lineages of the entrepreneurial ecosystem approach (2017, neutral): “In the strategy literature, an emergent perspective proposes business ecosystems as a form of economic coordination in which a firm’s ability to create and appropriate value critically depends on different groups of actors that produce complementary products or services (Iansiti and Levien 2004; Adn”