Blue ocean strategy.

By W. C. Kim, Renée Mauborgne. Harvard Business Review, 2005

2,489 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d99df3d8f6797910548a1a568d43a3ad2e5e6bee

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Citations in the corpus

Opening science: towards an agenda of open science in academia and industry (2014, background): “The integration of business model thinking in the virtue of open innovation seems to be crucial (Chesbrough 2006; Kim and Mauborgne 2004).”
Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View (2007, background): “The first two cases in this paper reflect the ultimate “blue oceans" scenario - new market space where competition is absent (Kim and Mauborgne, 2004).”
Understanding dynamic capabilities through knowledge management (2006, background): “Research has demonstrated that the creation of new customer value using the existing knowledge bases of the firm is a significant source of innovation and competitive advantage in many industries (Kim and Mauborgne, 1999, 2004).”
Building corporate social responsibility into strategy (2009, background): “Here, by leveraging knowledge gained from target markets, target customer needs and the unmet social needs and/or social issues directly affecting those markets and customers, firms can explore the opportunity to change the competitive playing field, for example, by introducing entirely new consumer”
The tyranny of the Balanced Scorecard in the innovation economy (2006, background): “…a collaborative value-innovation mindset, as illustrated in Table 1. external) internal value chain internal value systems Source: adapted from Kim and Mauborgne (2004); and Vargo and Lusch (2004) The tyranny of the balanced scorecard in the innovation economy: critical review and…”