Modern innovation management theory and the evolving US lighting industry

Unger, Darian

doi:10.1108/17511341111099583

Cited by 4 publications

(3 citation statements)

References 31 publications

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“…While there are a number of event theories, perhaps the best known is 27 Early entry, capabilities and shakeout based on the emergence of a dominant design, in which the consumer favors one design that becomes the industry standard (Suarez and Utterback, 1995;Utterback and Suarez, 1993). This design may come from an incumbent, or a new entrant, which gains a toe-hold in the industry through innovation, as aptly described in Unger's (2011) study of the US lighting industry. Entry slows because opportunities to enter the industry based on new product designs are extinguished, and the installed base of the dominant design grows.…”

Section: Industry Life Cycle and Firm Shakeoutmentioning

confidence: 99%

Early entry, capabilities and shakeout in the US brewing industry

Walter

Edelman

Hatten

2016

Journal of Management History

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this study is to examine how early-entry and process-based capability development affected firm survival during shakeout in the US brewing industry between 1938 and 1980. Design/methodology/approach -Hazard analysis was conducted on US brewing industry data spanning 42 years from 1938 to 1980. Findings -Both early-entry and later capability developments enhance the probability of survival. In addition, firms which entered early were also more likely to be the firms who continually developed capabilities across the decades. Research limitations/implications -This study contributes to our understanding of shakeout in traditional, non-high-technology businesses. However, because it is a single industry study, the ability to the generalize findings to other industry contexts is limited. Practical implications -Early entry can determine survival in industries with stable products and low levels of technological change. Social implications -Policy-makers interested in competitive dynamics should take note of the historical conditions that lead to industry consolidation in traditional industries, which, while not as glamorous as the technology sector, provide the core of US industry. Originality/value -Historical firm characteristics can impact industry structure and firm survival for over a century.

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Section: Industry Life Cycle and Firm Shakeoutmentioning

confidence: 99%

Early entry, capabilities and shakeout in the US brewing industry

Walter

Edelman

Hatten

2016

Journal of Management History

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“…Unger (2011) notes that absorptive capacity, the ability of a firm to recognise the value of new, external information, assimilate it, and apply it to commercial ends may be key to the ability of companies to innovate and capture new technologies. He also points to a second theory that maintains disruptive innovations can provide toeholds for small companies, even those without great absorptive capacity.…”

Section: Implications For Theory and Practicementioning

confidence: 99%

Collaboration and networking in the process of innovation: the path to precision time keeping

Proctor

2013

Journal of Management History

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the process of innovation management in the eighteenth century in the context of the search for precision time keeping in the watch making industry. In particular it looks at how knowledge was managed and transferred among interested stakeholders in the process. Design/methodology/approach -The paper reviews the published horological literature on the subject and considers it within modern theories relating to the management of innovation.Findings -This paper illustrates that personal contact and collaboration is important to the development of innovation. The paper highlights the importance of networking in the process of innovation and collaboration as a means to share and develop ideas. Collaboration with organisations working in adjacent technologies was found to be present and competition promoted by the incentive of financial reward was found to be a motivator factor for moving innovation forward. Originality/value -This paper will be helpful to academics who study innovation history as well as current innovation management practices.

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“…The innovation champion responsible for scaling-up the multiple parts of moving and operating a circus through contributions that were transformative was William C. Coup. Management innovation is an evolving topic in management scholarship. Some historybased analyses address innovation at the institution or organizational level (Unger, 2011) but we focus on the individual champion where there has been less development. Although there is some agreement on how individual managers influence innovation in their organizations, the research on what are the characteristics of managers that cause them to be innovation champions is still evolving.…”

Section: Introductionmentioning

confidence: 99%

Moving “The Greatest Show on Earth”: W.C. Coup as an innovation champion

Yoho

Ford

Edvardsson

et al. 2018

JMH

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Purpose This research aims to provide a historical example of how an innovation champion radically changed the operations of the circus industry by incorporating both the rational and actuation models in his scaling-up innovations. The innovations to the logistics and operations of the P. T. Barnum Circus, “The Greatest Show on Earth”, created by William C. Coup in response to the massive technological development of integrated railroad systems offer new insights into how management effectuation operates through the capabilities and experiences of an innovation champion. Design/methodology/approach The authors use a theoretically anchored longitudinal study that captures the mechanisms and processes of innovation by adopting an explorative, inductive research design in the form of a single in-depth case analysis. Findings Coup’s contributions show how the management innovation process works and adds detail with regard to how a champion of change may succeed in an effectuation process. Coup’s management innovation was in scaling-up others’ innovations. In an effectuation process similar to what entrepreneurs must do when their new ideas find a growing market acceptance, Coup repeatedly scaled-up others’ ideas in ways that changed how his industry operated. Originality/value Although there is some agreement on how management influences innovation in their organizations, research identifying the characteristics of managers that cause them to be innovation champions is still evolving and this current work adds to this endeavor. This work provides a rich illustration of an innovation champion’s use of effectuation as a process of experimentation to discover pragmatic and effective solutions to problems arising from the use of new technology or scaling business models to levels never before imagined.

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Modern innovation management theory and the evolving US lighting industry

Cited by 4 publications

References 31 publications

Early entry, capabilities and shakeout in the US brewing industry

Early entry, capabilities and shakeout in the US brewing industry

Collaboration and networking in the process of innovation: the path to precision time keeping

Moving “The Greatest Show on Earth”: W.C. Coup as an innovation champion

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