Co-innovation Platforms: A Playbook for Enabling Innovation and Ecosystem Growth

Strategies and practices for growing ecosystems are increasingly important in shaping industries and markets. Sustaining productive innovation is not just about you. It depends on others as well as your willingness and ability to collaborate effectively. This book is about how to use, as well as develop, a co-innovation platform to accelerate innovation and sustain ecosystem growth. It will show how you, your team and your organization can create and foster collaborative innovation among a diverse set of organizations that are located outside of your company’s hierarchy. A co-innovation platform provides an environment where firms can combine or recombine ideas to generate novel solutions. A distinctive feature of the co-innovation platform is its resource-open and hands-on approach to innovation. For many organizations, resource limitations, organizational obstacles and/or time constraints kill an idea before it takes shape. By providing access to demand-side and supply-side resources and capabilities to facilitate co-innovation, the platform solves this problem and shapes the ecosystem’s innovation trajectory from the ground up. This book provides strategic and practical guidance for orchestrating collaborative problem solving and ecosystem growth.https://scholarcommons.scu.edu/faculty_books/1562/thumbnail.jp

Entrant Growth and the Network of Interfirm Mobility in the Foreign Exchange Industry

In this paper we examine how personnel flows from incumbents to entrants affect entrant growth after a significant break in the rules governing competition in an industry. We argue that the time-varying network of personnel mobility between incumbents measures how technical knowledge and social resources are distributed among them. Consequently, where the prior employers of personnel are located in the incumbent network should determine the quality of knowledge these hires bring to an entrant and thus their contribution to the entrant\u27s growth. We analyze the time-varying mobility network among incumbents in terms of its global structure and in terms of the local structure surrounding each entering firm. Our analysis shows that the global structure converges over time to a stable core and periphery pattern, which can be considered emergent in Bearman\u27s (1997) definition. Entrant employees with job histories in the core significantly decrease the entrant\u27s growth rate, whereas employees from the periphery increase growth. Also, entrants that occupy structural holes in the local network grow faster. The industry studied is foreign exchange trading among commercial banks from 1973 to 1993

Modern Competitive Strategy (4th edition)

Modern Competitive Strategy, 4e focuses on what makes firms successful over time, ultimately within industries that are global in scope. It is meant to be comprehensive yet succinct, discipline-based yet practical, highly general yet applicable to currently emerging industries - all of this, we hope, without sacrificing quality of content or style. It is intended to be appropriate for teaching at all levels―undergraduate, MBA, and EMBA - and to be understandable to students both with and without business experience. To this end, it serves as a relatively complete introduction to strategy as an academic and practical discipline. Furthermore, it is flexible in its fit to course length - module, quarter, or semester.https://scholarcommons.scu.edu/faculty_books/1029/thumbnail.jp

Entrant Growth and the Network of Interfirm Mobility in the Foreign Exchange Industry

In this paper we examine how personnel flows from incumbents to entrants affect entrant growth after a significant break in the rules governing competition in an industry. We argue that the time-varying network of personnel mobility between incumbents measures how technical knowledge and social resources are distributed among them. Consequently, where the prior employers of personnel are located in the incumbent network should determine the quality of knowledge these hires bring to an entrant and thus their contribution to the entrant\u27s growth. We analyze the time-varying mobility network among incumbents in terms of its global structure and in terms of the local structure surrounding each entering firm. Our analysis shows that the global structure converges over time to a stable core and periphery pattern, which can be considered emergent in Bearman\u27s (1997) definition. Entrant employees with job histories in the core significantly decrease the entrant\u27s growth rate, whereas employees from the periphery increase growth. Also, entrants that occupy structural holes in the local network grow faster. The industry studied is foreign exchange trading among commercial banks from 1973 to 1993

Global account management: the new frontier in relationship marketing

Explains the concept of global account management and the forces driving it. Provides a framework to help managers to recognize why and when to use it and how to implement it successfully. Discusses examples from the advertising, computer, telecommunications, electrical component and banking industries and provides an in‐depth case study from one of the leading practitioners of global account management, the Hewlett‐Packard Company. Concludes with a guide to successful implementation

Modern competitive strategy, 4th ed./ Walker

xviii, p.395.: ill.; 24 c

A capability-based view of competitive heterogeneity

The question of how firms differ is paramount to strategy scholars. This question has motivated empirical research on the factors influencing performance differences among close competitors. It also has motivated work on factors that increase or decrease the mean performance of firms in an industry. Theories about resources and capabilities tend to dominate discussions of heterogeneity in performance and superior performance. Yet, the strategy field lacks a cumulative body of empirical work showing how firms differ. This article derives conclusions and questions from empirical work on capabilities. We then discuss work that complements but lies beyond the boundaries of traditional capabilities research. We conclude by suggesting approaches to and areas of future work. Copyright 2008 , Oxford University Press.

Modern competitive strategy, 4th ed./ Walker

xviii, p.395.: ill.; 24 c