The impact of technological convergence on firms' product portfolio strategy: an information‐based imitation approach

Giachetti, Claudio; Dagnino, Giovanni Battista

doi:10.1111/radm.12116

Cited by 20 publications

(13 citation statements)

References 59 publications

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“…In terms of positive tensions, coopetition drives value creation in innovation and NPD because firms’ converging targets (Giachetti and Dagnino, ; Le Roy and Czakon, ; Padula and Dagnino, ) allow for increased resource complementarity and effective combination of market‐specific or industry‐specific knowledge and market power (Gnyawali and Park, , ; Quintana‐Garcia and Benavides‐Velasco, ; Ritala and Hurmelinna‐Laukkanen, ). Coopetition may improve value appropriation by expanding firms’ current markets and facilitating the development of new markets and business models (Gast et al ., ; Ritala, Golnam and Wegmann, ).…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Coopetition in New Product Development Alliances: Advantages and Tensions for Incremental and Radical Innovation

Bouncken

Ritala

Kraus

2017

British J of Management

251

258

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Coopetition (collaboration between competitors) can facilitate product innovation, but there is still debate about how it is suited to radical or incremental innovation. This paper argues that the early and later phases of coopetitive new product development (NPD) pose different benefits and risks for the innovation types. Building on the tensions approach to value creation and appropriation, we develop a series of hypotheses on the role of coopetition in NPD alliances and focal firm's innovation output. The hypotheses are tested on a quantitative data set of 1049 NPD alliances in the German medical and machinery sectors. The results show that, while coopetition is advantageous for incremental innovation in both pre‐launch and launch phases, radical innovation benefits from coopetition in the launch phase only.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Coopetition in New Product Development Alliances: Advantages and Tensions for Incremental and Radical Innovation

Bouncken

Ritala

Kraus

2017

British J of Management

251

258

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“…They have integrated powerful computing and communication and interaction and entertainment, now easily and readily available to the masses, to everyone, not just to computer geeks of yesteryears. The smartphones also illustrate a natural, almost intuitive tendency of servitization of several different products and became a strategy for different sectors of industry (Giachetti and Dagnini 2017). Furthermore, this tendency is now associated with an expectation that future and more exciting useful apps with service orientation can and should be integrated with and by the smartphone.…”

Section: Digital and Cyber Convergence Scope For Manufacturingmentioning

confidence: 99%

“…& BIn a single application or service, information contents from telephony, sound broadcasting, television, motion pictures, photography, printed text publishing and electronic money^in a good anticipation of the blue media used in most automobiles and in other, similar services; & BThe overlapping of functions performed by different networks;& BGrowing interactivity and interoperability in different networks and information appliances.R ecent analysis of the digital convergence phenomenon detaches technological convergence, where several artifacts (products) are enhanced to fit several different functionalities exploring digital formats (Giachetti and Dagnini 2017). Smartphones are currently the best-known example of technological convergence.…”

Section: Digital and Cyber Convergence Scope For Manufacturingmentioning

confidence: 99%

Perspectives on Manufacturing Automation Under the Digital and Cyber Convergence

Nof

Silva

2018

Polytechnica

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The evolution of industrial automation has been divided into four or five main cycles of Bindustrial revolutions,^also called Bdisruptive innovations^and Bautomation revolutions.^The most recent one, started around the 1990s and still ongoing, points to the current perspectives envisioned for the twenty-first century and perhaps even beyond. In practice, however, it is difficult to comprehend the real value and impacts by the so called Digital Manufacturing, Smart Factory, Automation 5.0, or Industry 4.0. Furthermore, with frequent and rapid innovations, it is unclear how the emerging digital, smart, and cyber-augmented factories of the future can benefit from the digital and cyber convergence. Which are the dominant factors that motivate and justify the evolution of manufacturing through this current cycle? In this article, we review the relationships between digital, virtual, and cyber convergence, and recent manufacturing engineering challenges ranging from virtual enterprises to collaborative e-Manufacturing, and service orientation. We then point out new perspectives and opportunities for design and re-arrangement in production, highlighting the trend of fusion between knowledge, product, process, and service. The impact on methods of analysis, informatics, collaborative intelligence, and design of industrial systems is also analyzed under the new trends and achievements so far in digital and cyber convergence. With several case studies, we also illustrate the emerging challenges.

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“…In practice firms seldom imitate, or do not imitate, every aspect of their rivals' offerings, but instead tend to imitate some of the features of products introduced by rivals, while retaining existing features (Bayus & Agarwal, 2007;Giachetti & Dagnino, 2015). Two basic questions face managers in this situation when they consider imitation as the best next move: the first is how much (e.g., how many product technologies) to copy, i.e.…”

Section: "Once We Become Self-consciously Aware That the Possibilitiementioning

confidence: 99%

“…Since technologies may evolve over time, we follow the suggestion of Giachetti and Dagnino (2015) and analyze new product technology imitation by considering both the first version of a technology introduced in the market, and successive improvements. A list and description of the sampled product technologies is presented in the Appendix A.…”

Section: New Product Technologies Technological Systems and Imitationmentioning

confidence: 99%

Red Queen Competitive Imitation in the UK Mobile Phone Industry

Giachetti

Lampel

Pira

2015

AMPROC

Self Cite

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RED QUEEN COMPETITIVE IMITATION IN THE UK MOBILE PHONE INDUSTRYThis paper uses Red Queen competition theory to examine competitive imitation. We conceptualize imitative actions by a focal firm and their rivals along two dimensions: imitation scope, which describes the extent to which a firm imitates a wide range (as opposed to a narrow range) of new product technologies introduced by rivals, and imitation speed, namely the pace at which it imitates these technologies. We argue that focal firm imitation scope and imitation speed drive performance, as well as imitation scope and speed decisions by rivals, which in turn influence the focal firm performance. We also argue that the impact of this self-reinforcing Red Queen process on firms' actions and performance is contingent on levels of product technology heterogeneitydefined as the extent to which the industry has multiple designs resulting in product variety. We test our hypotheses using imitative actions by mobile phone vendors and their sales performance in the UK from 1997 to 2008. (Levitt, 1966: 38). INTRODUCTION "Once we become self-consciously aware that the possibilities of innovation within any one company are in some important ways limited, we quickly see that each organization is compelled by competition to look to imitation as one of its survival and growth strategies"The emergence of what has often been referred to as the "new economy" has greatly expanded research on the power of technological innovation to create competitive dynamics that can reshape industries (Baumol, 2004;Teece, 1998). While the focus on innovation as the engine of industry evolution reflects both the potential gains that accrue to first-movers (Lieberman & Montgomery, 1988), and the dramatic impact of disruptive technologies on the competitive landscape (Christensen & Bower, 1996), it inadvertently tends to eclipse the importance of imitation as an agent of change. Researchers that take a broader perspective see imitation as the twin process to innovation that, arguably like innovation, also plays a role in industry evolution in all contexts (Cohen & Levinthal, 1989;Levitt, 1966;Semadeni & Anderson, 2010), but takes on even greater significance in the rapidly changing technologyintensive industries that constitute the new economy. As Baumol (2004) 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 technology -even if the technology is created by others -then its rivals can easily take the lead and make disastrous inroads into the slower firm's sales" (Baumol 2004: 246-247).Formulating an effective imitation strategy is a problem that confronts managers in any industry (Lieberman & Asaba, 2006), but in industries with rapid technological change the problem is compounded by higher levels of uncertainty about the market performance of new product technologies (Utterback & Suarez, 1993). This "technologic...

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The impact of technological convergence on firms' product portfolio strategy: an information‐based imitation approach

Cited by 20 publications

References 59 publications

Coopetition in New Product Development Alliances: Advantages and Tensions for Incremental and Radical Innovation

Coopetition in New Product Development Alliances: Advantages and Tensions for Incremental and Radical Innovation

Perspectives on Manufacturing Automation Under the Digital and Cyber Convergence

Red Queen Competitive Imitation in the UK Mobile Phone Industry

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