Old technology responses to new technology threats: demand heterogeneity and technology retreats

By Ron Adner, Daniel C. Snow. 2010

259 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/6d96d5e910f4121867009a577fa93b00f1092485

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In Strategy and Management

Citations in the corpus

Modelling the dynamics of technological innovation systems (2016, unknown): “The latter is referred to as a so-called ‘sailing ship effect’ (Adner and Snow, 2010; Cooper and Smith, 1992; Howell, 2002), through which the performance of the incumbent regime is improved in light of the rise of the emerging TIS.”
Insights and New Directions from Demand-Side Approaches to Technology Innovation, Entrepreneurship, and Strategic Management Research (2012, background): “…of demand contributes to firm heterogeneity through managers’ differing judgments about, and decisions in response to, consumer heterogeneity (e.g., Adner & Snow, 2010b); (c) viewing consumer preferences as dynamically changing and sometimes latent (e.g., Kirzner, 1997; i.e., just like March &…”
Disruptive Innovation: An Intellectual History and Directions for Future Research (2018, unknown): “…for the Advancement of Management Studies performance-improvement trajectories in order to slow or delay the onset of disruption (Adner and Kapoor, 2016; Chen et al., 2010; Utterback, 1994); they may also boldly retreat by proactively repositioning in profitable new niches (Adner and Snow, 2010).”
Demand-side strategy and business models: Putting value creation for consumers center stage (2017, background): “Adner and Snow (2010), for example, showed thatwhen the customers of a dominant incumbent are themselves heterogeneouswith respect to their end consumers' needs, the dominant incumbent need not follow the usual strategy of responding to a disruptor's innovation in kind.”
Innovation ecosystems and the pace of substitution: Re‐examining technology S‐curves (2016, background): “While the old technology can continue serving niches for an extended duration (e.g., Adner and Snow, 2010), the bulk of the market will abandon it in (relatively) short order in favor of the new technology.”
Innovation Through Tradition: Lessons From Innovative Family Businesses and Directions for Future Research (2016, unknown): “Managers are therefore commonly advised to create a corporate sense of urgency and obtain amandate to dismiss the past and open the doors to the future (Adner & Snow, 2010).”
Knowledge Maturity and the Scientific Value of Innovations (2017, methodology): “Hence, an inventor can successfully employ mature knowledge in certain niches where that knowledge had not been used in the past (Abernathy & Clark, 1985; Adner & Snow, 2010).”
Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms (2017, unknown): “Conversely, the prototype grows narrower as we move down the hierarchy to the subordinate level (e.g., sailboat maker Linjett’s decision to shift from ‘boat manufacturer’ to ‘custom sailing yacht’ producer) (Adner & Snow, 2010).”