What Is Different About Digital Strategy? From Quantitative to Qualitative Change

References

• Abernathy WJ, Utterback JM (1978) Patterns of industrial innovation. Tech. Rev. 80(7):40–47.Google Scholar
• Abu-Mostafa YS, Magdon-Ismail M, Lin H-T (2012) Learning from Data, vol. 4 (AMLBook, New York).Google Scholar
• Adner R (2013) The Wide Lens: What Successful Innovators See That Others Miss (Portfolio/Penguin, New York).Google Scholar
• Adner R (2017) Ecosystem as structure: An actionable construct for strategy. J. Management 43(1):39–58.Crossref, Google Scholar
• Adner R, Chen J, Zhu F (2019) Frenemies in platform markets: Heterogeneous profit foci as drivers of compatibility decisions. Management Sci. Forthcoming.Link, Google Scholar
• Agrawal A, Gans J, Goldfarb A (2018) Prediction Machines: The Simple Economics of Artificial Intelligence (Harvard Business Review Press, Boston).Google Scholar
• Anand J, Singh H (1997) Asset redeployment, acquisitions and corporate strategy in declining industries. Strategic Management J. 18(7):99–118.Crossref, Google Scholar
• Argote L (2012) Organizational Learning: Creating, Retaining and Transferring Knowledge (Springer Science & Business Media, New York).Google Scholar
• Arrow KJ (1962) Economic welfare and the allocation of resources for invention. Universities-National Bureau Committee for Economic Research, Committee on Economic Growth of the Social Science Research Council, eds. The Rate and Direction of Inventive Activity: Economic and Social Factors (Princeton University Press, Princeton, NJ).Google Scholar
• Bariso J (2017) This email from Elon Musk to Tesla employees describes what great communication looks like. Inc. (August 30), https://www.inc.com/justin-bariso/this-email-from-elon-musk-to-tesla-employees-descr.html.Google Scholar
• Barney JB (1986) Strategic factor markets: Expectations, luck, and business strategy. Management Sci. 32(10):1231–1241.Link, Google Scholar
• Brynjolfsson E, McAfee A, Sorell M, Zhu F (2008) Scale without mass: Business process replication and industry dynamics. Research Paper No. 07–016, Harvard Business School, Technology and Operations Management Unit, Boston.Google Scholar
• Chandler AD Jr (1962) Strategy and Structure: Chapters in the History of the American Industrial Enterprise (MIT Press, Cambridge, MA).Google Scholar
• Cowgill B (2019) Bias and productivity in humans and machines. Working paper, Columbia Business School, New York.Google Scholar
• Coase RH (1937) The nature of the firm. Economica (N.S.) 4(16):386–405.Crossref, Google Scholar
• Cui R, Li M, Li Q (2019) Value of high-quality logistics: Evidence from a clash between SF Express and Alibaba. Management Sci. Forthcoming.Link, Google Scholar
• Cyert RM, March J (1963) A Behavioral Theory of the Firm (Prentice Hall, Upper Saddle River, NJ).Google Scholar
• Furr N, Shipilov A (2019) Digital doesn’t have to be disruptive. Harv. Bus. Rev. 97(July–August):94–103, https://hbr.org/2019/07/digital-doesnt-have-to-be-disruptive.Google Scholar
• Goldfarb A, Tucker C (2019) Digital economics. J. Econom. Lit. 57(1):3–43.Crossref, Google Scholar
• Greenstein S, Zhu F (2018) Do experts or crowd-based models produce more bias? Evidence from Encyclopedia Britannica and Wikipedia. MIS Quart. 42(3):945–959.Crossref, Google Scholar
• Katz ML, Shapiro C (1994) Systems competition and network effects. J. Econom. Perspect. 8(2):93–115.Crossref, Google Scholar
• Klapper H, Reitzig M (2018) On the effects of authority on peer motivation: Learning from Wikipedia. Strategic Management J. 39(8):2178–2203.Google Scholar
• Lakhani KR, von Hippel E (2003) How open source software works: ‘Free’ user-to-user assistance. Res. Policy. 32(6):923–943.Crossref, Google Scholar
• Lee MY, Edmondson AC (2017) Self-managing organizations: Exploring the limits of less-hierarchical organizing. Res. Organ. Behav. 37:35–58.Crossref, Google Scholar
• Lerner J, Tirole J (2002) Some simple economics of open source. J. Indust. Econom. 50(2):197–234.Google Scholar
• Levin JD (2011) The economics of Internet markets. National Bureau of Economic Research Working Paper No. 16852, Stanford University, Stanford, CA.Google Scholar
• Levinthal DA, Wu B (2010) Opportunity costs and non-scale free capabilities: Profit maximization, corporate scope, and profit margins. Strateg. Management J. 31(7):780–801.Crossref, Google Scholar
• March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
• March JG, Simon HA (1958) Organizations (John Wiley and Sons, New York).Google Scholar
• McAfee A (2019) More from Less: The Surprising Story of How We Learned to Prosper Using Fewer Resources—And What Happens Next (Scribner, New York).Google Scholar
• Metcalfe R (2013) Metcalfe’s law after 40 years of ethernet. Computer 46(12):26–31.Crossref, Google Scholar
• Montgomery CA, Wernerfelt B (1988) Diversification, Ricardian rents, and Tobin’s q. RAND J. Econom. 19(4):623–632.Crossref, Google Scholar
• Moore GE (1965) Cramming more components onto integrated circuits. Electronics (Basel) 38(8):114–117.Google Scholar
• Mullainathan S, Spiess J (2017) Machine learning: An applied econometric approach. J. Econom. Perspect. 31(2):87–106.Crossref, Google Scholar
• Ocasio W (1997) Toward an attention‐based view of the firm. Strateg. Management J. 18(S1):187–206.Crossref, Google Scholar
• Piezunka H, Dahlander L (2019) Idea rejected, tie formed: Organizations’ feedback on crowdsourced ideas. Acad. Management J. 62(2):503–530.Crossref, Google Scholar
• Porter ME (1980) Competitive Strategy (Free Press, New York).Google Scholar
• Porter ME (1985) Competitive Advantage (Free Press, New York).Google Scholar
• Prahalad CK, Hamel G (1990) The core competence of the corporation. Harvard Bus. Rev. 68(3):79–91.Google Scholar
• Puranam P (2018) The Microstructure of Organizations (Oxford University Press, Oxford, U.K.).Crossref, Google Scholar
• Puranam P (2019) The theorist as an endangered species? J. Marketing Behav. 4(1):43–48.Crossref, Google Scholar
• Puranam P, Alexy O, Reitzig M (2014) What’s “new” about new forms of organizing? Acad. Management Rev. 39(2):162–180.Crossref, Google Scholar
• Puranam P, Vanneste B (2016) Corporate Strategy: Tools for Analysis and Decision-making (Cambridge University Press, Cambridge, U.K.).Crossref, Google Scholar
• Rangan S (2000) The problem of search and deliberation in economic action: When social networks really matter. Acad. Management Rev. 25(4):813–828.Crossref, Google Scholar
• Rangan S, Adner R (2001) Profits and the Internet: Seven misconceptions. Sloan Management Rev. 42(4):44–53.Google Scholar
• Rumelt RP (1982) Diversification strategy and profitability. Strateg. Management J. 3(4):359–369.Crossref, Google Scholar
• Seamans R, Zhu F (2014) Responses to entry in multi-sided markets: The impact of Craigslist on local newspapers. Management Sci. 60(2):476–493.Link, Google Scholar
• Seamans R, Zhu F (2017) Repositioning and cost-cutting: The impact of competition on platform strategies. Strategy Sci. 2(2):83–99.Link, Google Scholar
• Shapiro C, Varian HR (1999) Information Rules: A Strategic Guide to the Network Economy (Harvard Business School Press, Boston).Google Scholar
• Siggelkow N, Terwiesch C (2019) Connected Strategy: Building Continuous Customer Relationships for Competitive Advantage (Harvard Business Review Press, Boston).Google Scholar
• Simon HA (1947) Administrative Behavior: A Study of Decision-making Processes in Administrative Organization (Macmillan, New York).Google Scholar
• Simon HA (1957) Models of Man: Social and Rational—Mathematical Essays on Rational Human Behavior in a Social Setting (Wiley, New York).Google Scholar
• Szulanski G (1996) Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. 17(S2):27–43.Crossref, Google Scholar
• Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.Crossref, Google Scholar
• Varian HR (2014) Big data: New tricks for econometrics. J. Econom. Perspect. 28(2):3–28.Crossref, Google Scholar
• Weick KE (1995) Sensemaking in Organizations (Sage, Thousand Oaks, CA).Google Scholar
• Wen W, Zhu F (2019) Threat of platform-owner entry and complementor responses: Evidence from the mobile app market. Strategic Management J. 40(9):1336–1367.Crossref, Google Scholar
• Wernerfelt B (1984) A resource-based view of the firm. Strateg. Management J. 5(2):171–180.Crossref, Google Scholar
• Wiens K (2015) We can’t let John Deere destroy the very idea of ownership. Wired Magazine (April 21), https://www.wired.com/2015/04/dmca-ownership-john-deere/.Google Scholar
• Williamson OE (1975) Markets and Hierarchies Analysis and Antitrust Implications (Free Press, New York).Google Scholar
• Williamson OE (1985) The Economic Institutions of Capitalism (Macmillan, New York).Google Scholar
• Zhang M, Zhu F (2011) Group size and incentives to contribute: A natural experiment at Chinese Wikipedia. Amer. Econom. Rev. 101(4):1601–1615.Crossref, Google Scholar
• Zhu F (2019) Friends or foes? Examining platform owners’ entry into complementors’ spaces. Special Issue on Platforms. J. Econom. Management Strategy. 28(1):23–28.Crossref, Google Scholar
• Zhu F, Iansiti M (2019) Why some platforms thrive and others don’t. Harvard Bus. Rev. 97(1):118–125.Google Scholar