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IT‐enabled innovations are critical for competitive success in a range of industries including financial brokerage. This paper addresses the crucial question: How do capability development strategies differ between first‐movers and late‐entrants in IT‐enabled services. We develop a theory based on two explorative case studies—Charles Schwab and Merrill Lynch. A comparative analysis reveals that governance choices are influenced by a company's attempts to strategically position itself as a first‐ or late‐mover in varying technological regimes.
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Stored only when both papers are in the corpus — 20 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
Imported from OpenAlex (CC0) — nothing here is generated.