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A dynamic framework for competitor identification: A neglecting role of dominant design
16 references·1 citing·40 second hop
A dynamic framework for competitor identification: A neglecting role of dominant design (2015)A dynamic framework for competitor identi…Structural Inertia and Organizational Change (2009)Structural Inertia and Organi…The Emergence of Dominant Designs (2006)The Emergence of Dominant Des…Strategic Management of Intellectual Property (2004)Strategic Management of Intel…Scanning dynamic competitive landscapes: a market‐based and resource‐based framework (2003)Scanning dynamic competitive …Strategic determinants of decisions not to settle patent litigation (2002)Strategic determinants of dec…Doomed from the start: what is the value of selecting a future dominant design? (1999)Doomed from the start: what i…Contemporary Strategy Analysis (1998)Contemporary Strategy AnalysisDynamic capabilities and strategic management (1997)Dynamic capabilities and stra…V alue‐based B usiness S trategy (1996)V alue‐based B usiness S trat…Competitor Analysis and Interfirm Rivalry: Toward A Theoretical Integration (1996)Competitor Analysis and Inter…The myopia of learning (1993)The myopia of learningProfiting from technological innovation: Implications for integration, collaboration, licensing and public policy (1993)Profiting from technological …Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change (1990)Technological Discontinuities…Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy (1986)Profiting from technological …Structural Inertia and Organizational Change (1984)Structural Inertia and Organi…Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Strategy: Techniq…A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence (2020)A new conceptual framework fo…The Market for "Lemons": Quality Uncertainty and the Market Mechanism (1970)The Pricing of Options and Corporate Liabilities (1973)Organizational culture and leadership (1993)Bridging ties: a source of firm heterogeneity in competitive capabilities (1999)INTERNATIONAL EXPANSION BY NEW VENTURE FIRMS: INTERNATIONAL DIVERSITY, MODE OF MARKET ENTRY, TECHNOLOGICAL LEARNING, AND PERFORMANCE. (2000)Sustainable business model innovation: A review (2018)The Structure of Scientific Revolutions (1963)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Managerial Fads and Fashions: The Diffusion and Rejection of Innovations (1991)Entry, Exit, Growth, and Innovation over the Product Life Cycle (1996)The Theory of Economic Development (2003)Why is economic geography not an evolutionary science? Towards an evolutionary economic geography (2006)On the mechanics of economic development (1988)International Norm Dynamics and Political Change (1998)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Product development performance: strategy, organization, and management in the world auto industry (1991)Towards a dynamic theory of strategy (1991)Benefiting from innovation: Value creation, value appropriation and the role of industry architectures (2006)Business-Model Innovation: General Purpose Technologies and their Implications for Industry Structure (2009)Why resource‐based theory's model of profit appropriation must incorporate a stakeholder perspective (2018)Firm Resources and Sustained Competitive Advantage (1991)Media Reputation as a Strategic Resource: An Integration of Mass Communication and Resource-Based Theories (2000)Social Structure of “Coopetition” Within a Multiunit Organization: Coordination, Competition, and Intraorganizational Knowledge Sharing (2002)Firm resources and sustained competitive advantage (2004)Building Theory about Theory Building: What Constitutes a Theoretical Contribution? (2011)The Nature of the Firm (1937)A resource‐based view of the firm (1984)Dynamic capabilities: what are they? (2000)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)Technological paradigms and technological trajectories (1982)The interaction of design hierarchies and market concepts in technological evolution (1985)First-mover advantages (1988)Localised learning and industrial competitiveness (1999)The Promise of Entrepreneurship as a Field of Research (2000)The Structure of Scientific Revolutions (2017)Managing Legitimacy: Strategic and Institutional Approaches (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)The cornerstones of competitive advantage: A resource‐based view (1993)Varieties of Capitalism (2001)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)
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208 cited
  • 1999Doomed from the start: what is the value of selecting a future dominant design?174 cited
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    • 2020A new conceptual framework for identifying the factors influencing the effectiveness of competitive intelligence29 cited