A demand‐based perspective on sustainable competitive advantage

By Ron Adner, Peter Zemsky. 2006

426 citations recorded by the source corpus.

Subfields: Finance, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8c6f58d494cd9948ef18934b4dd856ea3e3b70bd

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Citations in the corpus

Servitization: Disentangling the Impact of Service Business Model Innovation on Manufacturing Firm Performance (2013, positive): “Higher cost effectiveness of the bundle compared to the products and services sold individually results from the demand-side economies of scope (Adner and Zemsky, 2006; Priem, 2007; Ye et al., 2012).”
Market orientation, competitive advantage, and performance: A demand-based perspective (2009, background): “decreasing marginal utility affects firms’ strategic orientations and subsequent competitive advantage (Adner and Zemsky, 2006; Desarbo, Jedidi, and Sinha, 2001).”
Biform Games (2007, background): “) Adner and Zemsky [1, 2004] employ some cooperative concepts in analyzing factors affecting the sustainability of competitive advantage.”
On the Origins of Competitive Advantage: Strategic Factor Markets and Heterogeneous Resource Complementarity (2009, background): “contributions include work by Adner and Zemsky (2006), Chatain and Zemsky (2007), Lippman and Rumelt (2003), MacDonald and Ryall (2006), and Ryall and Sorenson (2007).”
Old technology responses to new technology threats: demand heterogeneity and technology retreats (2010, background): “…of heterogeneity in consumer preferences is characterized by the extent to which customers differ in their preference orderings and budget constraints, which in turn determines the extent to which more than one offer can succeed in a given market (c.f. Malerba et al., 1999; Adner and Zemsky, 2006).”
Market frictions as building blocks of an organizational economics approach to strategic management (2013, background): “capture (Adner and Zemsky, 2006; Chatain, 2011).”
Value Creation and Value Capture with Frictions (2011, background): “…develop value-based foundations of superior performance (Brandenburger and Stuart, 1996, 2007; Lippman and Rumelt, 2003; MacDonald and Ryall, 2004; Adner and Zemsky, 2006; Chatain and Zemsky, 2007).2 In this paper we seek to build on this emerging literature and integrate it with traditional…”
Strategic resources and performance: a meta‐analysis (2008, background): “Theory and some evidence is emerging regarding the interaction of strategic resources with the environment ( Adner and Zemsky, 2006 ) and strategic choices (Sirmon et al., 2007), but again, much work remains before theory can map out the many contingencies that potentially affect a specific resource”
Disruptive Innovation: An Intellectual History and Directions for Future Research (2018, positive): “Entrants pursuing low-price/high-volume strategies are motivated to invade; meanwhile, incumbents are motivated to retreat to uncontested higher tiers of the existing market (Adner and Zemsky, 2006).”
Value Creation, Competition and Performance in Buyer-Supplier Relationships (2011, positive): “edu have used these formal methods to analyze the role of demand in pursuing sustainable advantage (Adner and Zemsky, 2006), the choice between generalist and specialist strategies (Chatain and Zemsky, 2007), and the role of central network positions in value capture (Ryall and Sorenson, 2007).”
The Co-Evolution of Organizational Value Capture, Value Creation and Sustainable Advantage (2009, neutral): “I @ B 8 - 3 6 8 # 7 F 6”
Catch-up cycles and changes in industrial leadership:Windows of opportunity and responses of firms and countries in the evolution of sectoral systems ☆ (2017, background): “The boundary of an incumbent rap is broad enough to include diverse cases, including “disrupive innovation” (Adner, 2002; Adner and Zemsky, 2006) and the innovator’s dilemma” of whether or not to introduce innovations hat may be detrimental to its current business (Christensen, 1997). his broad…”
Prioritization of sustainability indicators for promoting the circular economy: The case of developing countries (2019, background): “This stage also tends to be the longest stage in the life cycle whereby norm and standard will be formed, and the weak competitors will be eliminated in the market [143].”