Disruptive technology: How Kodak missed the digital photography revolution

By Henry C. Lucas, Jie Mein Goh. Journal of strategic information systems, 2009

535 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management, Urban Studies

View Paper: https://www.semanticscholar.org/paper/a6704bce08b2c508fa5a19daa4ce4d3ced0e1809

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Citations in the corpus

Corporate Foresight: Its Three Roles in Enhancing the Innovation Capacity of a Firm (2011, unknown): “• Filtering by middle management , which may follow its own agenda, aiming, for example, to protect its own business unit [41].”
Managing technological change in the digital age: the role of architectural frames (2014, unknown): “As the digitization of products presents new opportunities for innovation in long-established industries such as automotive, telecom, media, consumer electronics, and publishing (Lucas and Goh, 2009; Hanseth and Lyytinen, 2010; Tilson et al., 2010; Lee and Berente, 2012; Henfridsson and Bygstad, 201”
Neither invented nor shared here: The impact and management of attitudes for the adoption of open innovation practices (2014, unknown): “In this way, protective attitudes are expected to create judgmental biases regarding the valuation of outside knowledge throughout the search and the application stages of inbound open innovation, which in turn favors internal production and leads to resistance to technological knowledge from the ou”
Reflections on societal and business model transformation arising from digitization and big data analytics: A research agenda (2015, unknown): “Innovative startups take advantage of low barriers to entry allowing for disrupting the business models of incumbent firms (e.g., Instagram and Kodak for capturing, storing and sharing photography, Lucas and Goh, 2009).”
The Effects of Digital Transformation on Firm Performance: Evidence from China’s Manufacturing Sector (2021, background): “Second, companies need to align managerial cognition and organizational culture to facilitate DT [65].”
Knowledge stocks, knowledge flows and innovation: Evidence from matched patents and innovation panel data (2015, background): “6 For example, Lucas and Goh (2009) document the resistance of Kodak to embracing digital photography despite the firms’ understanding of the technologies involved.”
A Dynamic Network Measure of Technological Change (2017, unknown): “This is an Eastman Kodak patent for an early digital camera that employed novel techniques for image processing, compression, and recording on a removable storage medium (Lucas and Goh 2009).”
Digital innovation strategy: A framework for diagnosing and improving digital product and service innovation (2017, unknown): “We have seen how ﬁrms that failed to address them appropriately suffered major consequences (e.g., Lucas & Goh, 2009).”
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, unknown): “For example, Lucas and Goh (2009), drawing on the case of Kodak, describe how the firm was affected by several technological and demand-side developments and struggled to adapt internally, which ultimately led to economic downturns and the radical restructuring of the company.”
How can SMEs successfully navigate VUCA environment: The role of agility in the digital transformation era (2022, unknown): “From one perspective, some studies suggested that digitalization promotes firm agility (Li et al., 2021; Lucas and Goh, 2009) and thus mitigate potential risks related to rigidity and reduce the consequent failures (Shams et al., 2021).”
Conceptualizing models using multidimensional constructs: a review and guidelines for their use (2012, unknown): “Although Kodak may have had the capability to respond to digital photography opportunities, its failure to sense those opportunities resulted in a nearly 80% decline in its workforce, loss of market share, and substantial internal turmoil (Lucas & Goh, 2009).”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, unknown): “The executive team expected the transformation to be burdensome because it involved shifts in firm identity (Tripsas 2009) and organizational culture (Lucas and Goh 2009).”