The purpose of this article is to investigate how innovation networks can be used to deal with a changing technological environment. This study combines different concepts related to research and development (R&D) collaboration strategies of large firms and applies these concepts to R&D alliance projects undertaken by Nokia Corporation in the period 1985-2002. The research methodology is a combination of in-depth semistructured interviews and a large-scale quantitative analysis of alliance agreements. For the empirical analysis a distinction is made between exploration and exploitation in innovation networks in terms of three different measures. As a first measure, the difference between exploration and exploitation strategies by means of the observed capabilities of the partners of the contracting firms is investigated. The second measure is related to partner turnover. The present article argues that in exploration networks partner turnover will be higher than in exploitation networks. As a third measure, the type of alliance contract will be taken; exploration networks will make use of flexible legal organizational structures, whereas exploitation alliances are associated with legal structures that enable longterm collaboration. The case of Nokia has illustrated the importance of strategic technology networks for strategic repositioning under conditions of change. Nokia followed an exploitation strategy in the development of the first two generations of mobile telephony and an exploration strategy in the development of technologies for the third generation. Such interfirm networks seem to offer flexibility, speed, innovation, and the ability to adjust smoothly to changing market conditions and new strategic opportunities. These two different strategies have led to distinctly different international innovation networks, have helped the company in becoming a world leader in the mobile phone industry, and have enabled it to sustain that position in a radically changed technological environment. This study also illustrates that Nokia effectively uses an open innovation strategy in the development of new products and services and in setting technology standards for current and future use of mobile communication applications. This article presents one of the first longitudinal studies, which describes the use of innovation networks as a means to adapt swiftly to changing market conditions and strategic change. This study contributes to the emerging, but still inconsistent, literature on explorative and exploitative learning by means of strategic technology networks.

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In this study we investigate how consumers in The Netherlands can be persuaded to adopt sustainable practices when purchasing, using and disposing of clothes. This study investigates the attitude-behavior gap for the sustainable choices for purchase, use and disposing of clothes. For each consumption phase we ran a two-step multiple regression. The findings showed that the importance of the factors vary in the three consumption phases. For purchasing and disposal decisions, the core motivator social motivation predicts sustainable practices best, while it has no role in the usage phase. The factor ability appeared to have a significant role in the disposal phase, but not in the other phases. Finally, the trigger appears to lower the consumers’ ability in the purchasing phase, while it enhances the core motivator social evaluation in the disposal phase.