Delegation with Technology Migration: An Empirical Analysis of Mobile Virtual Network Operators

References

• Adler PS, Goldoftas B, Levine DI (1999) Flexibility vs. efficiency? A case study of model changeovers in the Toyota production system. Organ. Sci. 10(1):43–68.Link, Google Scholar
• Ahmad AK, Jafar A, Aljoumaa K (2019) Customer churn prediction in telecom using machine learning in big data platform. J. Big Data 6(1):1–24.Crossref, Google Scholar
• Anderson P, Tushman ML (1990) Technological discontinuities and dominant designs: A cyclical model of technological change. Admin. Sci. Quart. 35(4):604–633.Crossref, Google Scholar
• Ansari S, Garud R (2009) Inter-generational transitions in socio-technical systems: The case of mobile communications. Res. Policy 38(2):382–392.Crossref, Google Scholar
• Aral S, Van Alstyne M (2011) The diversity-bandwidth trade-off. Amer. J. Sociol. 117(1):90–171.Crossref, Google Scholar
• Aral S, Walker D (2011) Creating social contagion through viral product design: A randomized trial of peer influence in networks. Management Sci. 57(9):1623–1639.Link, Google Scholar
• Aral S, Walker D (2014) Tie strength, embeddedness, and social influence: A large-scale networked experiment. Management Sci. 60(6):1352–1370.Link, Google Scholar
• Aral S, Muchnik L, Sundararajan A (2009) Distinguishing influence-based contagion from homophily-driven diffusion in dynamic networks. Proc. Natl. Acad. Sci. USA 106(51):21544–21549.Crossref, Google Scholar
• Argyres N, Bigelow L, Nickerson JA (2015) Dominant designs, innovation shocks, and the follower’s dilemma. Strategic Management J. 36(2):216–234.Crossref, Google Scholar
• Austin PC, Small DS (2014) The use of bootstrapping when using propensity-score matching without replacement: A simulation study. Statist. Medicine 33(24):4306–4319.Crossref, Google Scholar
• Autor DH (2003) Outsourcing at will: The contribution of unjust dismissal doctrine to the growth of employment outsourcing. J. Labor Econom. 21(1):1–42.Crossref, Google Scholar
• Bayus BL, Putsis WP Jr (1999) Product proliferation: An empirical analysis of product line determinants and market outcomes. Marketing Sci. 18(2):137–153.Link, Google Scholar
• Bentley FS, Kehoe RR (2020) Give them some slack—They’re trying to change! The benefits of excess cash, excess employees, and increased human capital in the strategic change context. Acad. Management J. 63(1):181–204.Crossref, Google Scholar
• Bondonio D, Greenbaum RT (2018) Natural disasters and relief assistance: Empirical evidence on the resilience of US counties using dynamic propensity score matching. J. Regional Sci. 58(3):659–680.Crossref, Google Scholar
• Brahm F, Tarziján J (2016) Toward an integrated theory of the firm: The interplay between internal organization and vertical integration. Strategic Management J. 37(12):2481–2502.Crossref, Google Scholar
• Camarán C, De Miguel D (2008) Mobile Virtual Network Operator (MVNO) Basics: What is Behind this Mobile Business Trend (Valoris).Google Scholar
• Chandrasekaran A, Linderman K, Schroeder R (2012) Antecedents to ambidexterity competency in high technology organizations. J. Oper. Management 30(1–2):134–151.Crossref, Google Scholar
• Chen J (2022) Nvidia’s RTX 40 GPUs may blow the 30 series out of the water. Accessed November 16, 2023, https://www.inputmag.com/tech/nvidia-rtx-40-gpu-better-30-series-graphics-card.Google Scholar
• Cheng JL, Kesner IF (1997) Organizational slack and response to environmental shifts: The impact of resource allocation patterns. J. Management 23(1):1–18.Crossref, Google Scholar
• Christensen CM, Suárez FF, Utterback JM (1998) Strategies for survival in fast-changing industries. Management Sci. 44(12-part-2):S207–S220.Link, Google Scholar
• Chu J, Duan Y, Yang X, Wang L (2021) The last mile matters: Impact of dockless bike sharing on subway housing price premium. Management Sci. 67(1):297–316.Link, Google Scholar
• Clark M, Vanoli C, Smith A (2017) Sharing networks, driving growth. Accessed November 16, 2023, https://www.itu.int/en/itunews/Documents/2017/2017-06/2017_ITUNews06-en.pdf.Google Scholar
• Corrocher N, Lasio L (2013) Diversification strategies in network-based services: The case of mobile virtual network operators. Telecomm. Policy 37(11):1110–1123.Crossref, Google Scholar
• Deb P, David P, O’Brien J (2017) When is cash good or bad for firm performance? Strategic Management J. 38(2):436–454.Crossref, Google Scholar
• Dhanorkar S (2019) Environmental benefits of Internet-enabled c2c closed-loop supply chains: A quasi-experimental study of craigslist. Management Sci. 65(2):660–680.Link, Google Scholar
• Ebben JJ, Johnson AC (2005) Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management J. 26(13):1249–1259.Crossref, Google Scholar
• FCC (2013) A Comprehensive Compilation of Decisions, Reports, Public Notices and Other Documents of the Federal Communications Commission of the United States (Federal Communications Commission, Washington, DC).Google Scholar
• Fletcher B (2019) Sprint’s 5G network extends to MVNOs—FierceWireless. Accessed November 16, 2023, https://www.fiercewireless.com/5g/sprint-s-5g-network-extends-to-mvnos.Google Scholar
• Fuentelsaz L, Maícas JP, Polo Y (2008) The evolution of mobile communications in Europe: The transition from the second to the third generation. Telecomm. Policy 32(6):436–449.Crossref, Google Scholar
• Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. 47(2):209–226.Crossref, Google Scholar
• Grimaldo S (2019) Top 5 trends for Mobile Virtual Network operators (MVNOs). Accessed November 16, 2023, https://news.itu.int/mvno-telecom-world-top-trends/.Google Scholar
• GSMA (2016) Unlocking Rural Coverage: Enablers for Commercially Sustainable Mobile Network Expansion (GSMA, London).Google Scholar
• Guo S, Fraser MW (2015) Propensity Score Analysis (Sage, Thousand Oaks, CA).Google Scholar
• He ZL, Wong PK (2004) Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. 15(4):481–494.Link, Google Scholar
• ITU News (2019) ITU: How mobile virtual network operators (MVNOs) drive value and improve lives. Accessed May 6, 2022, https://news.itu.int/mvnos-telecom-world-value/.Google Scholar
• Jansen JJ, Van Den Bosch FA, Volberda HW (2006) Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. 52(11):1661–1674.Link, Google Scholar
• Jansen JJ, Tempelaar MP, Van den Bosch FA, Volberda HW (2009) Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organ. Sci. 20(4):797–811.Link, Google Scholar
• Jaspers F, Hulsink W, Theeuwes J (2007) Entry and innovation in maturing markets: Virtual operators in mobile telecommunications. Tech. Anal. Strategic Management 19(2):205–225.Crossref, Google Scholar
• Jensen MC, Meckling WH (1976) Theory of the firm: Managerial behavior, agency costs and ownership structure. J. Financial Econom. 3(4):305–360.Crossref, Google Scholar
• Jola-Sanchez AF, Serpa JC (2021) Inventory in times of war. Management Sci. 67(10):6457–6479.Link, Google Scholar
• Kang J, Kim SJ (2020) Performance implications of incremental transition and discontinuous jump between exploration and exploitation. Strategic Management J. 41(6):1083–1111.Crossref, Google Scholar
• Kim BW, Seol SH (2007) Economic analysis of the introduction of the MVNO system and its major implications for optimal policy decisions in Korea. Telecomm. Policy 31(5):290–304.Crossref, Google Scholar
• Knect365 (2018) Shaping the European MVNO Market 2018. Accessed May 6, 2022, https://get.knect365.com/mvnos-series/shaping-the-european-mvno-market-2018/.Google Scholar
• Lavie D, Kang J, Rosenkopf L (2011) Balance within and across domains: The performance implications of exploration and exploitation in alliances. Organ. Sci. 22(6):1517–1538.Link, Google Scholar
• Lee H, Whang S (2002) The impact of the secondary market on the supply chain. Management Sci. 48(6):719–731.Link, Google Scholar
• Lee S, Chan-Olmsted SM, Ho HH (2008) The emergence of mobile virtual network operators (MVNOs): An examination of the business strategy in the global MVNO market. Internat. J. Media Management 10(1):10–21.Crossref, Google Scholar
• Lee OK, Sambamurthy V, Lim KH, Wei KK (2015) How does it ambidexterity impact organizational agility? Inform. Systems Res. 26(2):398–417.Link, Google Scholar
• Lehikoinen J, Pont P, Sent Y (2014) Virtually mobile: What drives MVNO success. McKinsey & Company (June 1), https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/virtually-mobile-what-drives-mvno-success.Google Scholar
• Leiponen AE (2008) Competing through cooperation: The organization of standard setting in wireless telecommunications. Management Sci. 54(11):1904–1919.Link, Google Scholar
• Levinthal DA, March JG (1993) The myopia of learning. Strategic Management J. 14(S2):95–112.Crossref, Google Scholar
• Liang H, Wang N, Xue Y (2022) Juggling information technology (IT) exploration and exploitation: A proportional balance view of IT ambidexterity. Inform. Systems Res. 33(4):1386–1402.Link, Google Scholar
• Lin Z, Yang H, Demirkan I (2007) The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Sci. 53(10):1645–1658.Link, Google Scholar
• Lincoln J (2012) Connect the Dots (AuthorHouse, Bloomington, IN).Google Scholar
• Luger J, Raisch S, Schimmer M (2018) Dynamic balancing of exploration and exploitation: The contingent benefits of ambidexterity. Organ. Sci. 29(3):449–470.Link, Google Scholar
• March JG (1991) Exploration and exploitation in organizational learning. Organ. Sci. 2(1):71–87.Link, Google Scholar
• Matin MA (2014) Handbook of Research on Progressive Trends in Wireless Communications and Networking (IGI Global, Hershey, PA).Crossref, Google Scholar
• Miranda LC, Lima CA (2013) Technology substitution and innovation adoption: The cases of imaging and mobile communication markets. Tech. Forecasting Soc. Change 80(6):1179–1193.Crossref, Google Scholar
• Mishina Y, Pollock TG, Porac JF (2004) Are more resources always better for growth? Resource stickiness in market and product expansion. Strategic Management J. 25(12):1179–1197.Crossref, Google Scholar
• Morais J, Simioni M, Thomas-Agnan C (2016) A tour of regression models for explaining shares. TSE Working Paper, University of Toulouse Capitole, Toulouse, France.Google Scholar
• Nohria N, Gulati R (1996) Is slack good or bad for innovation? Acad. Management J. 39(5):1245–1264.Crossref, Google Scholar
• O’Reilly CA III, Tushman ML (2004) The ambidextrous organization. Harvard Bus. Rev. 82(4):74–83.Google Scholar
• O’Reilly CA III, Tushman ML (2013) Organizational ambidexterity: Past, present, and future. Acad. Management Perspect. 27(4):324–338.Crossref, Google Scholar
• Park Y, Pavlou PA, Saraf N (2020) Configurations for achieving organizational ambidexterity with digitization. Inform. Systems Res. 31(4):1376–1397.Link, Google Scholar
• Posen HE, Levinthal DA (2012) Chasing a moving target: Exploitation and exploration in dynamic environments. Management Sci. 58(3):587–601.Link, Google Scholar
• Raisch S, Birkinshaw J (2008) Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management 34(3):375–409.Crossref, Google Scholar
• Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organ. Sci. 20(4):685–695.Link, Google Scholar
• Ramdan MR, Abdullah NL, Isa RM, Hanafiah MH (2021) Organizational ambidexterity within supply chain management: A scoping review. LogForum 17(4):531–546.Google Scholar
• Rishika R, Ramaprasad J (2019) The effects of asymmetric social ties, structural embeddedness, and tie strength on online content contribution behavior. Management Sci. 65(7):3398–3422.Link, Google Scholar
• Rosenbaum PR, Rubin DB (1985) Constructing a control group using multivariate matched sampling methods that incorporate the propensity score. Amer. Statist. 39(1):33–38.Crossref, Google Scholar
• Rothaermel FT, Deeds DL (2004) Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. 25(3):201–221.Crossref, Google Scholar
• Shin DH (2010) MVNO services: Policy implications for promoting MVNO diffusion. Telecomm. Policy 34(10):616–632.Crossref, Google Scholar
• Shin DH, Bartolacci M (2007) A study of MVNO diffusion and market structure in the EU, US, Hong Kong, and Singapore. Telematics Informatics 24(2):86–100.Crossref, Google Scholar
• Sianesi B (2004) An evaluation of the Swedish system of active labor market programs. Rev. Econom. Statist. 86(1):133–155.Crossref, Google Scholar
• Siggelkow N, Levinthal DA (2003) Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. 14(6):650–669.Link, Google Scholar
• Sirmon DG, Hitt MA, Ireland RD (2007) Managing firm resources in dynamic environments to create value: Looking inside the black box. Acad. Management Rev. 32(1):273–292.Crossref, Google Scholar
• Soh PH (2010) Network patterns and competitive advantage before the emergence of a dominant design. Strategic Management J. 31(4):438–461.Crossref, Google Scholar
• Souza GC, Bayus BL, Wagner HM (2004) New-product strategy and industry clockspeed. Management Sci. 50(4):537–549.Link, Google Scholar
• Steenkamp JBE, Geyskens I (2014) Manufacturer and retailer strategies to impact store brand share: Global integration, local adaptation, and worldwide learning. Marketing Sci. 33(1):6–26.Link, Google Scholar
• Tan J, Peng MW (2003) Organizational slack and firm performance during economic transitions: Two studies from an emerging economy. Strategic Management J. 24(13):1249–1263.Crossref, Google Scholar
• Teece D, Peteraf M, Leih S (2016) Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. Calif. Management Rev. 58(4):13–35.Crossref, Google Scholar
• Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management J. 18(7):509–533.Crossref, Google Scholar
• Tilson D, Lyytinen K (2006) The 3g transition: Changes in the US wireless industry. Telecomm. Policy 30(10–11):569–586.Crossref, Google Scholar
• Tushman ML, Anderson P (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.Crossref, Google Scholar
• Varoutas D, Katsianis D, Sphicopoulos T, Stordahl K, Welling I (2006) On the economics of 3g mobile virtual network operators (MVNOs). Wireless Personal Commun. 36(2):129–142.Crossref, Google Scholar
• Voss GB, Sirdeshmukh D, Voss ZG (2008) The effects of slack resources and environmental threat on product exploration and exploitation. Acad. Management J. 51(1):147–164.Crossref, Google Scholar
• Wang Y, Lewis M, Singh V (2016) The unintended consequences of counter marketing strategies: How particular antismoking measures may shift consumers to more dangerous cigarettes. Marketing Sci. 35(1):55–72.Link, Google Scholar
• Westerman G, McFarlan FW, Iansiti M (2006) Organization design and effectiveness over the innovation life cycle. Organ. Sci. 17(2):230–238.Link, Google Scholar
• Wu SD (2004) Supply chain intermediation: A bargaining theoretic framework. Handbook of Quantitative Supply Chain Analysis: Modeling in the e-Business Era (Springer US, Boston), 67–115.Crossref, Google Scholar