Competing Through Innovation in Network Markets: Strategies for Challengers

By Willow A. Sheremata. 2004

168 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/96d4548cace99607da827c299ccd4d4f0287d987

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Citations in the corpus

A Cross-Disciplinary Exploration of Entrepreneurship Research (2007, background): “…similar to Gartner’s (1985) new venture model, describing corporate entrepreneurship as influenced by the environment (Meyer, Brooks, & Goes, 1990; Sheremata, 2004), strategic leaders (Burgelman, 1983; Daily, McDougall, Covin, & Dalton, 2002), organizational form (C. W. L. Hill & Rothaermel,…”
Innovation and Creativity in Organizations (2014, background): “Ironically, with the exception of some of the theoretical contributions we discussed earlier in this review (Bledow et al., 2009a; Zhou, 2006; and some notable conceptual articles published in the Academy of Management Review, such as Dhanarag & Parkhe, 2006; Litchfield, 2008; Mainemelis, 2010; Perr”
Knowing when to leap: Transitioning between exploitative and explorative R&D (2014, background): “The technology management literature has often characterized successful exploratory R&D processes as leading to breakthrough innovation (Dosi, 1982; Sheremata, 2004).”
A New Geography of Knowledge in the Electronics Industry? Asia's Role in Global Innovation Networks (2009, background): “A company succeeds “when customers expect that the installed base of … [the company’s] … technology [will] become larger than any other,” with the result that the customers “adopt that technology to the virtual exclusion of others” (Sheremata 2004: 359).”
Friends, Acquaintances, or Strangers? Partner Selection in R&D Alliances (2008, background): “Innovation Radicality There are at least two types of innovations that R&D alliances can develop – radical and incremental (Dewar & Dutton, 1986; Sheremata, 2004).”
A Matching Theory of Alliance Formation and Organizational Success: Complementarity and Compatibility (2009, background): “Product compatibility creates network externalities, standardization of product designs, skill transfers, and greater availability of complementary products (Sheremata, 2004).”