Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era

Unpacking resource mobilisation by incumbents for biorefineries: the role of micro-level factors for technological innovation system weaknesses

“…Leadership which is not influenced by existing ways of developing and commercialising technologies is suggested to be more inclined to mobilise resources for new technological fields (Rosenbloom 2000). Indeed, changes in management may be expected to precede strategic decisions by incumbents to establish designated new divisions, invest in developing knowledge on new technology components and knowledge about new markets.…”

Path dependence and the stabilization of strategic premises: how the funeral industry buries itself

“…However, some organizations in a variety of industries have been shown to be unable to update their strategic premises in times of crisis despite the strongly negative feedback they received (Eggers and Kaplan 2013;Gilbert 2005;Koch 2011;MacKay and Chia 2013;Maielli 2015;Miller and Chen 1994;Rosenbloom 2000;Rothmann and Koch 2014;Schreyögg et al 2011;Sull 1999;Tripsas 1997Tripsas , 2009Tripsas and Gavetti 2000). For example, Rothmann and Koch (2014) presented the case of path-dependent organizations in an industry that were struck heavily by a severe crisis.…”

“…While such a unique and extreme case, a ''talking pig,'' is compelling for such theorizing efforts because the studied phenomena may be better observed, it may impose the challenge that the generated theoretical insights are hardly transferrable to other contexts (Lincoln and Guba 1985;Siggelkow 2007). However, a remarkable number of prior studies have identified similar patterns of premise stability, path reproduction, and disruption in a broad range of contexts, such as the automotive industry, the airline industry, the book industry, the camera industry, the cash register industry, the music industry, the newspaper industry, the tire industry, and the typesetter industry (Koch 2011;Kunow et al 2013;MacKay and Chia 2013;Maielli 2015;Miller and Chen 1994;Rosenbloom 2000;Rothmann and Koch 2014;Schreyögg et al 2011;Sull 1999;Tripsas 1997;Tripsas and Gavetti 2000). Furthermore, Schreyögg and Kliesch-Eberl (2007) presumed that pathdependent organizations that face a crisis seem to have a genuine interest in enabling the reproduction of their path by producing desired market outcomes and that processing feedback seems to play an important role in dealing with strategic premises.…”

Managing business model renewal

“…The same holds for organisational leadership which has been identified previously as crucial in order to succeed with major changes (e.g. Rosenbloom, 2000). Doz and Kosonen (in print) provided further insight into how firms can change their business models when underlining the importance of strategic agility in terms of adapting to the environment and being able to allocate resources to new models.…”