Battles for technological dominance: an integrative framework

Suárez, Fernando

doi:10.1016/j.respol.2003.07.001

Cited by 381 publications

(411 citation statements)

References 44 publications

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“…by shakeout processes and a decrease in the number of companies (KLEPPER, 2007), and because existing and newly formed companies orient themselves towards the most promising development approaches, the heterogeneity declines and the technology path becomes increasingly focused. This stabilization and focusing reduces the uncertainty of the further development and is accompanied by a growth of the respective industry (SUAREZ, 2004). As industries mature, these dynamics decrease.…”

Section: Industry Life Cycles and Clustersmentioning

confidence: 97%

Cluster Life Cycles - Dimensions and Rationales of Cluster Development

Menzel

Fornahl

Planck³

2007

SSRN Journal

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractWe present a model that explains how a cluster moves through a life cycle and why this movement differs from the industry life cycle. The model is based on three key processes: the changing heterogeneity in the cluster describes the movement of the cluster through the life cycle; the geographical absorptive capacity enables clustered companies to take advantage of a larger diversity of knowledge and the stronger convergence of clustered companies compared to non-clustered companies results in a reduction of heterogeneity. We apply these processes to four stages of the cluster life cycle: emergence, growth, sustainment and decline.JEL-classification: R11, O30, L25

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Section: Industry Life Cycles and Clustersmentioning

confidence: 97%

Cluster Life Cycles - Dimensions and Rationales of Cluster Development

Menzel

Fornahl

Planck³

2007

SSRN Journal

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“…In this research, we mainly focused on factors related to the network composition of the deployment of standards, which some researchers (e.g. Suarez (2004)) have explained as being a crucial phase in a decisive battle between standards. Consequently, we did not comprehensively examine other factors (e.g.…”

Section: Resultsmentioning

confidence: 99%

“…reluctance to switch to a superior new technology and thereby cementing a status quo bias towards the existing technology that has a large installed base) (Farrell and Saloner, 1985;. Suarez (2004) parsed the process of a battle for dominance between standards into five phases (R&D build-up, technical feasibility, creating the market, decisive battle and post-dominance) and identified the installed base, complementary assets and network effects as key success factors in the stage of a decisive battle between heterogeneous standards. Similarly, Teece (1986) pointed out that in a paradigmatic design stage, access to complementary assets and control of distribution channels takes on greater prominence, while price becomes relatively less significant.…”

Section: Literature Review: Standards Network Effects and Legitimacymentioning

confidence: 99%

Comparison of WiBro and TD-LTE DEPLOYMENT NETWORKS: implications for standards competition

Kwak

Kim

Lee

2016

IJSS

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“…Accordingly, the concept of hidden catalysts and research on the role of hidden catalysts in industrial change is important for understanding the phenomena for any transition, industrial convergence or integration into society. It is important to understand the characteristics of hidden catalysts in terms of creating new dominant design of products (Utterback and Abernathy, 1975) or dominance for a new industry (Suarez, 2004)or for integrated industry. The hidden catalysts create new dominance in the process of industry integration.…”

Section: Hidden Catalystsmentioning

confidence: 99%