The Oxford Handbook of Innovation Management

By Mark Dodgson, David M. Gann, Nelson Phillips. 2013

491 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/669efc7b13533c584b1d64ef7ea059238b9ceb61

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In Strategy and Management

Citations in the corpus

How environmental regulations affect innovation in the Australian oil and gas industry: going beyond the Porter Hypothesis (2014, unknown): “Therefore we postulate innovation will be strongly related to firms that have higher levels of competitive capabilities (Berkhout, 2014; Gunningham et. al., 2004; Sarker, 2013) including those that conduct R&D, as well as being more prevalent in firms that pursue formal interorganisational…”
How to innovate business models for a circular bio‐economy? (2021, background): “The latter refer to the (i) business model itself (Massa & Tucci, 2013), (ii) business model or canvas model elements (Osterwalder & Pigneur, 2010), (iii) innovation types (Bocken et al., 2014), (iv) degree of innovation (Souto, 2015) and (v) innovation strategy (Schaltegger et al., 2012).”
Entrepreneurial ecosystem research: present debates and future directions (2018, unknown): “…orchestrate its ecosystem so that it can pursue a competitive advantage (Iansiti and Levien, 2004); in innovation ecosystems, the main aim is to create new value through innovation (Autio and Thomas, 2014); while, in EEs, the focal point is represented by the creation of new ventures (Stam, 2015).”
Social innovation: a window on alternative ways of organizing and innovating (2017, background): “Given the constraints of space, we will not consider in detail the theoretical issues raised by this definition, but for those who are interested the chapter by Lawrence, Dover, and Gallagher (2014) provides an excellent critique.”
Harnessing social innovation for energy justice: a business model perspective (2017, background): “…concept arranged around activities (Zott and Amit, 2010) describing the processes and rationales that bring together and coordinate a range of focal and complementary activities that span the public-private divide within a value chain or network (Osterwalder et al., 2005; Massa and Tucci, 2014).”
Networks, ecosystems, fields, market systems? Making sense of the business environment (2020, methodology): “A few authors also use institutional theory and ideas from value creating systems, as well as business network theory and strategy to make suggestions for ecosystem orchestration, notably Autio and Thomas (2014).”
Successive changes in leadership in the worldwide mobile phone industry: The role of windows of opportunity and firms’ competitive action (2017, background): “In fact, when the environment is characterized by hypercompetition, and thus the ‘speed of competitive 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…”