Research Report: Disruptive Technologies—Explaining Entry in Next Generation Information Technology Markets

References

• Amit R., Schoemaker P. Strategic assets and organizational rent. Strategic Management J. (1993) 14(1):33–46Crossref, Google Scholar
• Barney J. Firm resources and sustained competitive advantage. J. Management (1991) 17(1):99–120Crossref, Google Scholar
• Bower J. L., Christensen C. M. Disruptive technologies: Catching the wave. Harvard Bus. Rev. (1995) 73(1):43–53Google Scholar
• Business WeekDeconstructing the computer industry (1992) 1123:90–100Google Scholar
• Business WeekWill we keep getting more bits for the buck? (1994) 074:90–91Google Scholar
• Business WeekSuddenly, it's “price, price, price” (1996) 0617:134–135Google Scholar
• Clemons E. K., Weber B. W. Strategic information technology investments: Guidelines for decision making. J. Management Inform. Systems (1990) 7(2):9–28Crossref, Google Scholar
• D'Aveni R. A.Hypercompetition (1994) (Free Press, New York) Google Scholar
• Deutschman A. The managing wisdom of high-tech superstars. Fortune (1994) 1017:197–206Google Scholar
• Dierickx I., Cool K. Asset stock accumulation and sustainability of competitive advantage. Management Sci. (1989) 35(12):1504–1511Link, Google Scholar
• Dixit A. A model of duopoly suggesting a theory of entry barriers. Bell J. Econom. (1979) 10(1):20–32Crossref, Google Scholar
• Dixit A. The role of investment in entry-deterrence. Econom. J. (1980) 90(March):95–108Google Scholar
• Dumaine B. How managers succeed through speed. Fortune (1989) February13:54–59Google Scholar
• Eaton B. C., Lipsey R. G. Exit barriers are entry barriers: The durability of capital as a barrier to entry. Bell J. Econom. (1980) 11(2):721–729Crossref, Google Scholar
• Foster R. N. Timing technological transitions. Tech. Soc. (1985) 7:127–141Crossref, Google Scholar
• Fudenberg D., Tirole J. Capital as a commitment: Strategic investment to deter mobility. J. Econom. Theory (1983) 31:227–250Crossref, Google Scholar
• Fudenberg D., Tirole J. Preemption and rent equalization in the adoption of new technology. Rev. Econom. Stud. (1985) 52(June):383–401Crossref, Google Scholar
• Gaynor G.Exploiting Cycle Time in Technology Management (1993) (McGraw-Hill, New York) Google Scholar
• Ghemawat P. Market incumbency and technological inertia. Marketing Sci. (1991) 10(2):161–171Link, Google Scholar
• Gomes L. Cyrix Corp. follows AMD in predicting losses for quarter. Wall Street Journal (1996) 0624Google Scholar
• Grant R. M. The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Rev. (1991) 33(3):114–135Crossref, Google Scholar
• Grant R. M.Contemporary Strategic Analysis (1995) 2nd Ed.(Blackwell Publishers Inc., Cambridge, MA) Google Scholar
• Harvard Business SchoolAUCNET: TV auction network system (1990) (Harvard Business School). 9-9-190- 001Google Scholar
• Judd K. Credible spatial preemption. Rand J. Econom. (1985) 16(1):153–166Crossref, Google Scholar
• Kamien M. I., Schwartz N. L.Market Structure and Innovation (1982) (Cambridge University Press, Cambridge, MA) Google Scholar
• Katz M. L., Shapiro C. R&D rivalry with licensing or imitation. Amer. Econom. Rev. (1987) 75:429–436Google Scholar
• Klepper S. Entry, exit, growth, and innovation over the product life cycle. Amer. Econom. Rev. (1996) 86(3):562–583Google Scholar
• Lieberman M. B., Montgomery D. B. First-mover disadvantages: Retrospective and link with the resource-based view. Strategic Management J. (1998) 19(12):1111–1125Crossref, Google Scholar
• Lippman S. A., Rumelt R. P. Uncertain imitability: An analysis of interfirm differences in efficiency under competition. Bell J. Econom. (1982) 13(2):418–438Crossref, Google Scholar
• Nault B. R., Vandenbosch M. B. Eating your own lunch: Protection through preemption. Organ. Sci. (1996) 7(3):342–358Link, Google Scholar
• Patterson M.Accelerating Innovation (1993) (VanNostrand Reinhold, New York) Google Scholar
• Prahalad C. K., Hamel G. The core competence of the corporation. Harvard Bus. Rev. (1990) 05–06:79–91Google Scholar
• Reinganum J. F. On the diffusion of new technology: A game theoretic approach. Rev. Econom. Stud. (1981) 153:395–406Crossref, Google Scholar
• Reinganum J. F. Uncertain innovation and the persistence of monopoly. Amer. Econom. Rev. (1983) 73(4):741–748Google Scholar
• Reinganum J. F. Innovation and industry evolution. Quart. J. Econom. (1985) 100(February):81–99Crossref, Google Scholar
• Schoenecker T. S., Cooper A. C. The role of firm resources and organizational attributes in determining entry timing: A cross-industry study. Strategic Management J. (1998) 19(12):1127–1143Crossref, Google Scholar
• Spence A. M. Entry, capacity, investment and oligopolistic pricing. Bell J. Econom. (1977) 8(2):534–544Crossref, Google Scholar
• Spence A. M. Investment strategy and growth in a new market. Bell J. Econom. (1979) 10(1):1–19Crossref, Google Scholar
• Strebel P. Creating industry breakpoints: Changing the rules of the game. Long Range Planning (1995) 28(April):11–20Crossref, Google Scholar
• Teece D., Pisano G., Shuen A. Dynamic capabilities and strategic management. Strategic Management J. (1977) 18(7):509–533Crossref, Google Scholar
• Tirole J.The Theory of Industrial Organization (1988) (MIT Press, Cambridge, MA) Google Scholar
• Utterback J. M. Developing technologies: The Eastman Kodak story. McKinsey Quart. (1995) 1:130–143Google Scholar
• Vandenbosch M. B., Weinberg C. B. Product and price competition in a two-dimensional vertical differentiation model. Marketing Sci. (1995) 14(2):224–249Link, Google Scholar
• Wernerfelt B. A resource-based view of the firm. Strategic Management J. (1984) 5:171–180Crossref, Google Scholar