Disruption, disintegration and the dissipation of differentiability

By Clayton M. Christensen, M. Verlinden, George Westerman. 2002

313 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9d773ae95427594bcf516c3d6546be5719d0dc75

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Citations in the corpus

Insights into relationships between disruptive technology/innovation and emerging technology: A bibliometric perspective (2017, background): “Since then, DT seems to have been increasingly absorbed into the conceptualization of DI (Christensen & Overdorf, 2000; Christensen et al., 2002; 2015; Danneels, 2004).”
Industry Change Through Vertical Disintegration: How and Why Markets Emerged in Mortgage Banking (2005, background): “So, given that researchers know that many industries start off integrated before breaking up into cospecialized pieces linked through a market (cf. Christensen, Verlinden, and Westerman, 2002; Jacobides & Winter, 2005; Langlois & Robertson, 1995; Stigler, 1951), the lack of a consistent theory and…”
The Dynamic Limits of Specialization: Vertical Integration Reconsidered (2005, unknown): “Our analysis does not find support for the argument put forward by Christensen et al. (2002), that integration is always superior: its potential superiority over specialization depends on the balance between capabilities (and the evolution of the knowledge base, with vertical specialization vs.…”
VERTICAL SPECIALIZATION AND INDUSTRY STRUCTURE IN HIGH TECHNOLOGY INDUSTRIES (2004, background): “Re-integration may be necessary, however, if and when specialist firms are forced to redesign their products by integrating previously modular components in novel ways in order to achieve higher performance (Christensen et al., 2002).”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “2 A small, but growing strand of literature has recently begun to study how the structure of the value chain evolves (Christensen et al., 2002; Jacobides, 2005; Jacobides and Winter, 2005; Langlois, 2003).”
Open Platform Strategies and Innovation: Granting Access vs. Devolving Control (2010, background): “9 See, for example, Christensen et al. (2002), Evans et al. (2005 p for a survey of the uses of numerous instruments.”
What Firms Make vs. What They Know: How Firms' Production and Knowledge Boundaries Affect Competitive Advantage in the Face of Technological Change (2012, unknown): “In both cases, vertically integrated incumbents such as IBM, Control Data, Toshiba, Hitachi, and Fujitsu, which manufactured their own key components of magnetic disk and drive heads, were successful (Christensen 1993, Christensen and Rosenbloom 1995, Christensen et al. 2002).”
Transition pathways revisited: Established firms as multi-level actors in the heavy vehicle industry (2015, background): “In general, modular architectures offer less efficiency but greater flexibility and superior economies of scale (Christensen et al., 2002).”