Disruptive Timing

Published Online:https://doi.org/10.1287/mnsc.2023.01734

References

  • Adegbesan A (2009) On the origins of competitive advantage: Strategic factor markets and heterogeneous resource complementarity. Acad. Management Rev. 34(3):463–475.CrossrefGoogle Scholar
  • Adner R (2002) When are technologies disruptive? A demand-based view of emergence of competition. Strategic Management J. 23(8):667–688.CrossrefGoogle Scholar
  • Adner R, Levinthal D (2001) Demand heterogeneity and technology evolution: Implications for product and process innovation. Management Sci. 47(5):611–628.LinkGoogle Scholar
  • Adner R, Snow D (2010) Old technology responses to new technology threats: Demand heterogeneity and technology retreats. Industrial Corporate Change 19(5):1655–1675.CrossrefGoogle Scholar
  • Adner R, Zemsky P (2005) Disruptive technologies and the emergence of competition. RAND J. Econom. 36(2):229–254.Google Scholar
  • Adner R, Zemsky P (2006) A demand-based perspective on sustainable competitive advantage. Strategic Management J. 27(3):215–239.CrossrefGoogle Scholar
  • Adner R, Csaszar FA, Zemsky PB (2014) Positioning on a multiattribute landscape. Management Sci. 60(11):2794–2815.LinkGoogle Scholar
  • Adner R, Ruiz-Aliseda F, Zemsky P (2016) Specialist versus generalist positioning: Demand heterogeneity, technology scalability and endogenous market segmentation. Strategy Sci. 1(3):184–206.LinkGoogle Scholar
  • Ahuja G, Lampert CM, Tandon V (2008) Moving beyond Schumpeter: Management research on the determinants of technological innovation. Acad. Management Ann. 2(1):1–98.CrossrefGoogle Scholar
  • Almeida Costa A, Zemsky P (2021) The choice of value-based strategies under rivalry: Whether to enhance value creation or bargaining capabilities. Strategic Management J. 42(11):2020–2046.CrossrefGoogle Scholar
  • Anderson SP, De Palma A, Thisse J-F (1992) Discrete Choice Theory of Product Differentiation (MIT Press, Cambridge, MA).CrossrefGoogle Scholar
  • Argote L (1999) Organizational Learning: Creating, Retaining and Transferring Knowledge (Kluwer Academic Publishers, Norwell, MA).Google Scholar
  • Argyres N, Mahoney JT, Nickerson J (2019) Strategic responses to shocks: Comparative adjustment costs, transaction costs, and opportunity costs. Strategic Management J. 40(3):357–376.CrossrefGoogle Scholar
  • Arrow KJ (1962) The economic implications of learning by doing. Rev. Econom. Stud. 29(3):155–173.CrossrefGoogle Scholar
  • Asmussen CG (2015) Strategic factor markets, scale free resources, and economic performance: The impact of product market rivalry. Strategic Management J. 36(12):1826–1844.CrossrefGoogle Scholar
  • Balasubramanian N, Lieberman MB (2010) Industry learning environments and the heterogeneity of firm performance. Strategic Management J. 31(4):390–412.CrossrefGoogle Scholar
  • Bayus BL, Agarwal R (2007) The role of pre-entry experience, entry timing, and product technology strategies in explaining firm survival. Management Sci. 53(12):1887–1902.LinkGoogle Scholar
  • Benner MJ (2007) The incumbent discount: Stock market categories and response to radical technological change. Acad. Management Rev. 32(3):703–720.CrossrefGoogle Scholar
  • Bennett V (2013) Organization and bargaining: Sales process choice at auto dealerships. Management Sci. 59(9):2013–2018.Google Scholar
  • Brandenburger AM, Nalebuff BJ (1996) Co-Opetition (Doubleday, New York).Google Scholar
  • Brandenburger AM, Stuart HW (1996) Value-based business strategy. J. Econom. Management Strategy 5(1):5–24.CrossrefGoogle Scholar
  • Brandenburger A, Stuart H (2007) Biform games. Management Sci. 53(4):537–549.LinkGoogle Scholar
  • Bresnahan T, Greenstein S, Henderson R (2012) Schumpeterian competition and diseconomies of scope: Illustrations from the histories of Microsoft and IBM. Lerner J, Stern S, eds. The Rate and Direction of Technical Change Revisited (University of Chicago Press, Chicago), 203–276.CrossrefGoogle Scholar
  • Bryan KA, Hovenkamp E (2020) Antitrust limits on startup acquisitions. Rev. Industrial Organ. 56(4):615–636.CrossrefGoogle Scholar
  • Cabral L, Pacheco-de Almeida G (2018) Alliance formation and firm value. Management Sci. 65(2):879–895.LinkGoogle Scholar
  • Callander S, Matouschek N (2022) The novelty of innovation: Competition, disruption, and antitrust policy. Management Sci. 68(1):37–51.LinkGoogle Scholar
  • Cassiman B, Ueda M (2006) Optimal project rejection and new firm start-ups. Management Sci. 52(2):262–275.LinkGoogle Scholar
  • Chatain O (2014) How do strategic factor markets respond to rivalry in the product market? Strategic Management J. 35(13):1952–1971.CrossrefGoogle Scholar
  • Chatain O, Mindruta D (2017) Estimating value creation from revealed preferences: Application to value‐based strategies. Strategic Management J. 38(10):1964–1985.CrossrefGoogle Scholar
  • Chatain O, Plaksenkova E (2023) The ecosystem penalty: Value creation technologies and incentive misalignment. Working Paper No. SPE-2023-1466, HEC Paris, Jouy-en-Josas, France.Google Scholar
  • Chatain O, Zemsky P (2007) The horizontal scope of the firm: Organizational tradeoffs vs. buyer-supplier relationships. Management Sci. 53(4):550–565.LinkGoogle Scholar
  • Chen JS, Croson DC, Elfenbein DW, Posen HE (2018) The impact of learning and overconfidence on entrepreneurial entry and exit. Organ. Sci. 29(6):989–1009.LinkGoogle Scholar
  • Christensen CM (1997) The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail (Harvard Business School Press, Boston).Google Scholar
  • Christensen CM, Bower JL (1996) Customer power, strategic investment, and the failure of leading firms. Strategic Management J. 17(3):197–218.CrossrefGoogle Scholar
  • Chu LY, Wang Y (2015) Bundled procurement for technology acquisition and future competition. Manufacturing Service Oper. Management 17(2):249–261.LinkGoogle Scholar
  • Cirik K, Makadok R (2023) First-mover advantages versus first-mover benefits: What’s the difference and why does it matter? Acad. Management Rev. 48(3):409–431.CrossrefGoogle Scholar
  • Clough DR, Fang TP, Vissa B, Wu A (2019) Turning lead into gold: How do entrepreneurs mobilize resources to exploit opportunities? Acad. Management Ann. 13(1):240–271.CrossrefGoogle Scholar
  • Cohen W, Levinthal D (1990) Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. 35(1):128–152.CrossrefGoogle Scholar
  • Dosi G (1982) Technological paradigms and technological trajectories: A suggested interpretation of the determinants and directions of technical change. Res. Policy 11(3):147–162.CrossrefGoogle Scholar
  • Fosfuri A, Lanzolla G, Suarez FF (2013) Entry-timing strategies: The road ahead. Long Range Planning 46(4):300–311.CrossrefGoogle Scholar
  • Gans JS (2016) The Disruption Dilemma (MIT Press, Cambridge, MA).CrossrefGoogle Scholar
  • Gans JS (2024) Internal disagreement and disruptive technologies. Strategy Sci. 9(3):267–276.LinkGoogle Scholar
  • Gans JS, Ryall MD (2017) Value capture theory: A strategic management review. Strategic Management J. 38(1):17–41.CrossrefGoogle Scholar
  • Gans JS, Stern S (2000) Incumbency and R&D incentives: Licensing the gale of creative destruction. J. Econom. Management Strategy 9(4):485–511.CrossrefGoogle Scholar
  • Gans JS, Hsu DH, Stern S (2002) When does start-up innovation spur the gale of creative destruction? RAND J. Econom. 33(4):571–586.CrossrefGoogle Scholar
  • Geroski P (1995) What do we know about entry? Internat. J. Industrial Organ. 13(4):421–440.CrossrefGoogle Scholar
  • Ghemawat P (1991) Commitment: The Dynamic of Strategy (Free Press, New York).Google Scholar
  • Gilbert RJ (2006) Looking for Mr. Schumpeter: Where are we in the competition–innovation debate? Innovation Policy Econom. 6:159–215.CrossrefGoogle Scholar
  • Gilbert RJ, Newbery DMG (1982) Preemptive patenting and the persistence of monopoly. Amer. Econom. Rev. 72(3):514–526.Google Scholar
  • Giustiziero G, Kaul A, Wu B (2019) The dynamics of learning and competition in Schumpeterian environments. Organ. Sci. 30(4):668–693.LinkGoogle Scholar
  • Grennan M (2014) Bargaining ability and competitive advantage: Empirical evidence from medical devices. Management Sci. 60(12):3011–3025.LinkGoogle Scholar
  • Hannah DP, Tidhar R, Eisenhardt KM (2021) Analytic models in strategy, organizations, and management research: A guide for consumers. Strategic Management J. 42(2):329–360.CrossrefGoogle Scholar
  • Hawk A, Pacheco-De-Almeida G, Yeung B (2013) Fast-mover advantages: Speed capabilities and entry into the emerging submarket of Atlantic Basin LNG. Strategic Management J. 34(13):1531–1550.CrossrefGoogle Scholar
  • Helfat C, Lieberman MB (2002) The birth of capabilities: Market entry and the importance of pre‐history. Industrial Corporate Change 11(4):725–760.CrossrefGoogle Scholar
  • Henderson R, Clark KB (1990) Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. 35(1):9–30.CrossrefGoogle Scholar
  • Jia N (2013) Competition, governance, and relationship-specific investments: Theory and implications for strategy. Strategic Management J. 34(13):1551–1567.CrossrefGoogle Scholar
  • Joshi YV, Reibstein DJ, Zhang ZJ (2009) Optimal entry timing in markets with social influence. Management Sci. 55(6):926–939.LinkGoogle Scholar
  • Klingebiel R, Joseph J (2016) Entry timing and innovation strategy in feature phones. Strategic Management J. 37(6):1002–1020.CrossrefGoogle Scholar
  • Kotz S, Nadarajah S (2000) Extreme Value Distributions: Theory and Applications (Imperial College Press, London, UK).CrossrefGoogle Scholar
  • Lee GK (2009) Understanding the timing of “fast-second” entry and the relevance of capabilities in invention vs. commercialization. Res. Policy 38(1):86–95.CrossrefGoogle Scholar
  • Leiblein MJ, Chen JS, Posen HE (2023) Uncertain learning curves: Implications for first-mover advantage and knowledge spillovers. Acad. Management Rev. 48(1):123–148.CrossrefGoogle Scholar
  • Lieberman MB, Montgomery DB (1988) First-mover advantages. Strategic Management J. 9(S1):41–58.CrossrefGoogle Scholar
  • Lieberman MB, Montgomery DB (1998) First-mover (dis)advantages: Retrospective and link with the resource-based view. Strategic Management J. 19(12):1111–1125.CrossrefGoogle Scholar
  • Lieberman MB, Montgomery DB (2013) Conundra and progress: Research on entry order and performance. Long Range Planning 46(4):312–324.CrossrefGoogle Scholar
  • MacDonald GM, Ryall M (2004) How do value creation and competition determine whether a firm appropriates value? Management Sci. 50(10):1319–1333.LinkGoogle Scholar
  • Makadok R, Ross DG (2013) Taking industry structuring seriously: A strategic perspective on product differentiation. Strategic Management J. 34(5):509–532.CrossrefGoogle Scholar
  • Marshall M, Parra A (2020) Announcing high prices to deter innovation. Management Sci. 67(4):2448–2465.LinkGoogle Scholar
  • Marx M, Gans JS, Hsu DH (2014) Dynamic commercialization strategies for disruptive technologies: Evidence from the speech recognition industry. Management Sci. 60(12):3103–3123.LinkGoogle Scholar
  • McFadden D (1974) Conditional logit analysis of qualitative choice behavior. Zarembka P, ed. Economic Theory and Mathematical Economics (Academic Press, New York), 105–142.Google Scholar
  • Menon AR, Yao DA (2017) Elevating repositioning costs: Strategy dynamics and competitive interactions. Strategic Management J. 38(10):1953–1963.CrossrefGoogle Scholar
  • Montez J, Ruiz-Aliseda F, Ryall MD (2018) Competitive intensity and its two-sided effect on the boundaries of firm performance. Management Sci. 64(6):2716–2733.LinkGoogle Scholar
  • Ozcan P, Hannah D (2020) Forced ecosystems and digital stepchildren: Reconfiguring advertising suppliers to realize disruptive social media technology. Strategy Sci. 5(3):193–217.LinkGoogle Scholar
  • Pacheco-de-Almeida G (2010) Erosion, time compression, and self-displacement of leaders in hypercompetitive environments. Strategic Management J. 31(13):1498–1526.CrossrefGoogle Scholar
  • Pacheco-de Almeida G, Zemsky P (2007) The timing of resource development and sustainable competitive advantage. Management Sci. 53(4):651–666.LinkGoogle Scholar
  • Panico C (2017) Strategic interaction in alliances. Strategic Management J. 38(8):1646–1667.CrossrefGoogle Scholar
  • Peterson A, Wu A (2021) Entrepreneurial learning and strategic foresight. Strategic Management J. 42(13):2357–2388.CrossrefGoogle Scholar
  • Rahmandad H (2008) Effect of delays on complexity of organizational learning. Management Sci. 54(7):1297–1312.LinkGoogle Scholar
  • Rahmandad H (2012) Impact of growth opportunities and competition on firm-level capability development trade-offs. Organ. Sci. 23(1):138–154.LinkGoogle Scholar
  • Reinganum J (1983) Uncertain innovation and the persistence of monopoly. Amer. Econom. Rev. 73(4):741–748.Google Scholar
  • Reisinger M, Schmidt J, Stieglitz N (2021) How complementors benefit from taking competition to the system level. Management Sci. 67(8):5106–5123.LinkGoogle Scholar
  • Ross DG (2014) Taking a chance: A formal model of how firms use risk in strategic interaction with other firms. Acad. Management Rev. 39(2):202–226.CrossrefGoogle Scholar
  • Ruiz-Aliseda F (2016) Preemptive investments under uncertainty, credibility and first mover advantages. Internat. J. Industrial Organ. 44(C):123–137.CrossrefGoogle Scholar
  • Sakhartov AV (2017) Economies of scope, resource relatedness, and the dynamics of corporate diversification. Strategic Management J. 38(11):2168–2188.CrossrefGoogle Scholar
  • Schmidt J, Keil T (2013) What makes a resource valuable? Identifying the drivers of firm-idiosyncratic resource value. Acad. Management Rev. 38(2):206–228.CrossrefGoogle Scholar
  • Schmidt J, Makadok R, Keil T (2016) Customer-specific synergies and market convergence. Strategic Management J. 37(5):870–895.CrossrefGoogle Scholar
  • Schumpeter JA (1934) The Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest, and the Business Cycle (Harvard University Press, Cambridge, MA).Google Scholar
  • Stuart H (2002) Cooperative games and business strategy. Chetterjee K, Samuelson W, eds. Game Theory and Business Applications (Springer, Boston), 189–213.CrossrefGoogle Scholar
  • Suarez FF, Lanzolla G (2007) The role of environmental dynamics in building a first mover advantage theory. Acad. Management Rev. 32(2):377–392.CrossrefGoogle Scholar
  • Swinney R, Cachon GP, Netessine S (2011) Capacity investment timing by start-ups and established firms in new markets. Management Sci. 57(4):763–777.LinkGoogle Scholar
  • Train KE (2009) Discrete Choice Methods with Simulation (Cambridge University Press, Cambridge, UK).Google Scholar
  • Tripsas M, Gavetti G (2000) Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. 21(10–11):1147–1161.CrossrefGoogle Scholar
  • Tushman M, Anderson P (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.CrossrefGoogle Scholar
  • Vroom G (2006) Organizational design and the intensity of rivalry. Management Sci. 52(11):1689–1702.LinkGoogle Scholar
  • Wibbens PD (2021) The role of competitive amplification in explaining sustained performance heterogeneity. Strategic Management J. 42(10):1769–1792.CrossrefGoogle Scholar
  • Winter SG (1984) Schumpeterian competition in alternative technological regimes. J. Econom. Behav. Organ. 5(3–4):287–320.CrossrefGoogle Scholar
  • Wu A, Yang A (2025) AI wars in 2025. Harvard Business School Case 725-484 (Harvard Business School Publishing, Boston).Google Scholar
  • Wu B, Wan Z, Levinthal DA (2014) Complementary assets as pipes and prisms: Innovation incentives and trajectory choices. Strategic Management J. 35(9):1257–1278.CrossrefGoogle Scholar
  • Wu A, Higgins M, Zhang M, Jiang H (2023) AI wars. Harvard Business School Case 723-434 (Harvard Business School Publishing, Boston).Google Scholar
  • Zhou B, Mela CF, Amaldoss W (2015) Do firms endowed with greater strategic capability earn higher profits? J. Marketing Res. 52(3):325–336.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.