Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals

By Riitta Katila, Eric Chen. 2008

267 citations recorded by the source corpus.

Subfields: Computer Science Applications, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cc66e7f3a1012b1961311f6181b28c5a5ba6516d

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In Computer Science Applications

In Strategy and Management

Citations in the corpus

Top management attention to innovation: The role of search selection and intensity (2009, methodology): “…functioning at the TMT level, we provide a micro foundation for other more outcome-based or end-state indicators of search such as patent citations (Katila & Chen, 2008; Rosenkopf & Nerkar, 2001), international expansion decisions (Vermeulen & Barkema, 2001), and types of acquisitions (Baum et…”
Who Takes You to the Dance? How Partners’ Institutional Logics Influence Innovation in Young Firms (2015, background): “The goal setting and rhythm that VCs require are well aligned with practices that enhance commercial innovation (Brown and Eisenhardt, 1997; Katila and Chen, 2008).”
It’s about Time! CEOs’ Temporal Dispositions, Temporal Leadership, and Corporate Entrepreneurship (2017, background): “…and technological opportunities free of competition and block rivals’ chances to enter that market through early-mover timing even though the first finished attempt is relatively rough, without any adjustments and refinement (Lieberman and Montgomery, 1988; Lee et al., 2000; Katila and Chen, 2008).”
Organizational factors and technological features in the development of green innovations: Evidence from patent analysis (2011, unknown): “In addition, we chose a 5-year time window because, as reported by Griliches (1979), the knowledge capital depreciates sharply, losing most of its value within 5 years (e.g., Argote 1999; Katila & Chen 2008).”
Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models (2013, background): “…so far has focused on the first two types of innovation (e.g., Shan, Walker, and Kogut 1994; Banbury and Mitchell 1995; Eisenhardt and Tabrizi 1995; Schroeder 2006; Katila and Chen 2008; Leiblein and Madsen 2009; Roberts 1999; Adner and Kapoor 2010; Leiponen and Helfat 2010; Zhou and Wu 2010).”
Life in the fast lane: Origins of competitive interaction in new vs. established markets (2010, unknown): “…contrast, since poorly performing firms occupy low-market positions (i.e., valleys) and have little to protect or lose but immediate (performance) problems to solve, these firms have high incentive to upset the current competitive landscape by making market moves to disrupt rivals’ market segments.”
All the right moves: How entrepreneurial firms compete effectively (2012, background): “Second, while fi rms have a general tendency to remain local, some search further away and increase performance (Siggelkow and Rivkin, 2005; Katila and Chen, 2008).”
Selective search, sectoral patterns, and the impact on product innovation performance (2012, background): “The value is significantly lower if the sourced knowledge is technologically premature, reflects myopic perspectives or is also readily available to competitors (Frosch, 1996; Katila and Chen, 2008; Mansfield, 1986).”
Knowledge Maturity and the Scientific Value of Innovations (2017, background): “…of an innovation depends on industry conditions, such as the institutional environment (Mueller, Rosenbusch, & Bausch, 2013), the innovative efforts of competitors (Katila & Chen, 2008), and the geographic proximity of inventors (Audretsch & Feldman, 1996; Jaffe, Trajtenberg, & Henderson, 1993).”
Exposed: Venture Capital, Competitor Ties, and Entrepreneurial Innovation (2014, background): “…particularly acute when a powerful intermediary (such as Mohr Davidow) has both opportunity and motivation to redirect information flows indirectly between partners (Burt, 1999; Rogan, 2013) and when innovation outcomes are predicated on competitors’ actions (Katila & Chen, 2008; Mansfield, 1985).”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “Trial and error is also at the heart of organizational adaptation models, which treat complex problem-solving tasks as a search for a performance ‘‘peak’’ within a rugged ‘‘landscape’’ (Katila and Chen, 2008; Baumann and Siggelkow, 2013).”
Constructing Markets and Shaping Boundaries: Entrepreneurial Power in Nascent Fields (2009, background): “Like the executives of established firms (Katila & Chen, 2008), entrepreneurs strategically use asynchronous timing to their advantage.”