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From market driven to market driving
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From market driven to market driving (2000)From market driven to market drivingValue innovation: the strategic logic of high growth. (1998)Value innovation: the strateg…UNRAVELING THE PROCESS OF CREATIVE DESTRUCTION: COMPLEMENTARY ASSETS AND INCUMBENT SURVIVAL IN THE TYPESETTER INDUSTRY (1997)UNRAVELING THE PROCESS OF CRE…Three Cultures of Management: The Key to Organizational Learning (1996)Three Cultures of Management:…The power of trust in manufacturer-retailer relationships (1996)The power of trust in manufac…Marketing and Discontinuous Innovation: The Probe and Learn Process (1996)Marketing and Discontinuous I…CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS (1996)CUSTOMER POWER, STRATEGIC INV…Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Ambidextrous Organizations: M…Competing for the Future (1994)Competing for the FutureCore capabilities and core rigidities: A paradox in managing new product development (1992)Core capabilities and core ri…Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)Architectural Innovation: The…Technological Discontinuities and Organizational Environments (1986)Technological Discontinuities…Networks, ecosystems, fields, market systems? Making sense of the business environment (2020)Networks, ecosystems, fields,…Capabilities for market-shaping: triggering and facilitating increased value creation (2019)Capabilities for market-shapi…From market fixing to market-creating: a new framework for innovation policy (2016)From market fixing to market-…Business models, intangibles and firm performance: evidence on corporate entrepreneurship from Italian manufacturing SMEs (2015)Business models, intangibles …Absorptive capacity and performance: The role of customer relationship and technological capabilities in high-tech SMEs (2015)Absorptive capacity and perfo…When Is Open Innovation Beneficial? The Role of Strategic Orientation (2014)When Is Open Innovation Benef…Toward a capability‐based conceptualization of business model innovation: insights from an explorative study (2014)Toward a capability‐based con…Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context (2012)Management of innovation: rol…Effects of interaction and entrepreneurial orientation on organizational performance: Insights into market driven and market driving (2012)Effects of interaction and en…The impact of different types of market orientation on product innovation performance (2010)The impact of different types…Examining the Firm's Value Creation Process: A Managerial Perspective of the Firm's Value Offering Strategy and Performance (2010)Examining the Firm's Value Cr…Business model innovation vs replication: financial performance implications of strategic emphases (2010)Business model innovation vs …The Roles of Marketing and Industrial Design in Discontinuous New Product Development * (2004)The Roles of Marketing and In…Dynamic View of Strategy (2004)Dynamic View of StrategyThe role of dynamic capabilities in e-business transformation (2003)The role of dynamic capabilit…Factors for Success in Customer Relationship Management (CRM) Systems (2002)Factors for Success in Custom…THE HUMAN SIDE OF ENTERPRISE (1985)Organizational culture and leadership (1993)Engineering Culture: Control and Commitment in a High-Tech Corporation. 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References

  • 1990Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms8,369 cited
  • 1992Core capabilities and core rigidities: A paradox in managing new product development6,453 cited
  • 1986Technological Discontinuities and Organizational Environments6,124 cited
  • 1994Competing for the Future5,759 cited
  • 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change4,965 cited
  • 1996CUSTOMER POWER, STRATEGIC INVESTMENT, AND THE FAILURE OF LEADING FIRMS2,554 cited
  • 1997UNRAVELING THE PROCESS OF CREATIVE DESTRUCTION: COMPLEMENTARY ASSETS AND INCUMBENT SURVIVAL IN THE TYPESETTER INDUSTRY1,062 cited
  • 1996The power of trust in manufacturer-retailer relationships993 cited
  • 1996Three Cultures of Management: The Key to Organizational Learning993 cited
  • 1996Marketing and Discontinuous Innovation: The Probe and Learn Process918 cited
  • 1998Value innovation: the strategic logic of high growth.750 cited

Cited by

  • 2016From market fixing to market-creating: a new framework for innovation policy755 cited
  • 2014When Is Open Innovation Beneficial? The Role of Strategic Orientation485 cited
  • 2012Management of innovation: role of psychological empowerment, work engagement and turnover intention in the Indian context

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314 cited
  • 2015Absorptive capacity and performance: The role of customer relationship and technological capabilities in high-tech SMEs292 cited
  • 2010Business model innovation vs replication: financial performance implications of strategic emphases289 cited
  • 2019Capabilities for market-shaping: triggering and facilitating increased value creation271 cited
  • 2002Factors for Success in Customer Relationship Management (CRM) Systems262 cited
  • 2015Business models, intangibles and firm performance: evidence on corporate entrepreneurship from Italian manufacturing SMEs255 cited
  • 2003The role of dynamic capabilities in e-business transformation247 cited
  • 2020Networks, ecosystems, fields, market systems? Making sense of the business environment207 cited
  • 2010The impact of different types of market orientation on product innovation performance205 cited
  • 2004Dynamic View of Strategy205 cited
  • 2010Examining the Firm's Value Creation Process: A Managerial Perspective of the Firm's Value Offering Strategy and Performance193 cited
  • 2014Toward a capability‐based conceptualization of business model innovation: insights from an explorative study190 cited
  • 2004The Roles of Marketing and Industrial Design in Discontinuous New Product Development *184 cited
  • 2012Effects of interaction and entrepreneurial orientation on organizational performance: Insights into market driven and market driving175 cited