Technology, Identity, and Inertia Through the Lens of “The Digital Photography Company”

References

• Abernathy W. J., Clark K. B. Innovation: Mapping the winds of creative destruction. Res. Policy (1985) 14:3–22Crossref, Google Scholar
• Abrahamson E., Hambrick D. C. Attentional homogeneity in industries: The effect of discretion. J. Organ. Behav. (1997) 18(S1):513–532Crossref, Google Scholar
• Albert S. A., Whetten D. A. Organizational identity. Res. Organ. Behav. (1985) 7:263–295Google Scholar
• Adner R., Helfat C. E. Corporate effects and dynamic managerial capabilities. Strategic Management J. (2003) 24(10):1011–1025Crossref, Google Scholar
• Augier M., Teece D. J. Dynamic capabilities and the role of managers in business strategy and economic perormance. Organ. Sci. (2009) 20(2):410–421Link, Google Scholar
• Baldwin C. Y. Where do transactions come from? Modularity, transactions, and the boundaries of firms. Indust. Corporate Change (2008) 17(1):155–195Crossref, Google Scholar
• Barnett W. P., Hansen M. T. The red queen in organizational evolution. Strategic Management J. (1996) 17:139–157Crossref, Google Scholar
• Barney J., Whetten D. a. P. G. Koch Industries: Organizational identity as moral philosophy. Identity in Organizations: Developing Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) 106–109Google Scholar
• Benner M. J. The incumbent discount: Stock market categories and response to radical technological change. Acad. Management Rev. (2007) 32(3):703–720Crossref, Google Scholar
• Benner M. J. Financial market reactions following technological discontinuities: A non-event study in two industries. Indust. Corporate Change (2008) 17(1):109–154Crossref, Google Scholar
• Benner M. J. Securities analysts and incumbent responses to radical technological change: Evidence from digital photography and Internet telephony. Organ. Sci. (2009) . ForthcomingGoogle Scholar
• Benner M. J., Tushman M. Process management and technological innovation: A longitudinal study of the photography and paint industries. Admin. Sci. Quart. (2002) 47(4):676–706Crossref, Google Scholar
• Benner M. J., Tushman M. L. Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28(2):238–256Crossref, Google Scholar
• Bhide A. V.The Origin and Evolution of New Business (2000) (Oxford University Press, New York) Google Scholar
• Bouchikhi H., Kimberly J. R. Escaping the identity trap. MIT Sloan Management Rev. (2003) 44(3):20–26Google Scholar
• Bower J. L.Managing the Resource Allocation Process (1970) (Harvard Business School Press, Boston) Google Scholar
• Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34Crossref, Google Scholar
• Brown T. J., Dacin P. A., Pratt M. G., Whetten D. A. Identity, intended image, construed image, and reputation: An interdisciplinary framework and suggested terminology. J. Acad. Marketing Sci. (2006) 34(2):99–106Crossref, Google Scholar
• Burgelman R. A. Fading memories: A process theory of strategic business exit in dynamic environments. Admin. Sci. Quart. (1994) 39(1):24–56Crossref, Google Scholar
• Business Wire U.S. District Court rules SanDisk engaged in false and deceptive advertising. (1999) Septermber 27Google Scholar
• Business Wire Demand for digital film products at all time high. (2000) October 12Google Scholar
• Chesbrough H., Rosenbloom R. S. The role of the business model in capturing value from innovation: Evidence from Xerox Corporation's technology spin-off companies. Indust. Corporate Change (2002) 11(3):529–555Crossref, Google Scholar
• Christensen C. M.The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (1997) (HBS Press, Boston) Google Scholar
• Christensen C. M., Bower J. L. Customer power, strategic investment, and the failure of leading firms. Strategic Management J. (1996) 17:197–218Crossref, Google Scholar
• Cooper A., Schendel D. Strategic responses to technological threats. Bus. Horizons (1976) 19:61–69Crossref, Google Scholar
• Corley K. G., Gioia D. A. Identity ambiguity and change in the wake of a corporate spin-off. Admin. Sci. Quart. (2004) 49(2):173–208Crossref, Google Scholar
• Daft R. L., Weick K. E. Toward a model of organizations as interpretation systems. Acad. Management Rev. (1984) 9(2):284–295Crossref, Google Scholar
• Danneels E. Tight-loose coupling with customers: The enactment of customer orientation. Strategic Management J. (2003) 24(6):559–576Crossref, Google Scholar
• Danneels E. Trying to become a different type of company: Dynamic capability at Smith Corona. (2008) . Working paper, Worcester Polytechnic Institute, MAGoogle Scholar
• Duriau V. J., Reger R. K., Pfarrer M. D. A content analysis of the content analysis literature in organization studies research themes, data sources, and methodological refinements. Organ. Res. Methods (2007) 10(1):5–34Crossref, Google Scholar
• Dutton J., Dukerich J. Keeping an eye on the mirror: Image and identity in organizations. Acad. Management J. (1991a) 3:517–555Crossref, Google Scholar
• Dutton J. E., Dukerich J. M. Keeping an eye on the mirror: Image and identity in organizational adaptation. Acad. Management J. (1991b) 34(3):517–554Crossref, Google Scholar
• Dutton J. E., Dukerich J. M., Harquail C. V. Organizational images and member identification. Admin. Sci. Quart. (1994) 39(2):239–263Crossref, Google Scholar
• Eggers J. P., Kaplan S. Cognition and renewal: Comparing CEO and organizational effects on incumbent adaptation to technical change. Organ. Sci. (2009) 20(2):461–477Link, Google Scholar
• Eisenhardt K. M. Building theories from case study research. Acad. Management Rev. (1989) 14(4):532–550Crossref, Google Scholar
• Elsbach K. D., Baum J. C., Dutton J. E. Believing your own PR: Embedding identification in strategic reputation. Advances in Strategic Management (1996) (JAI Press, Greenwich, CT) 65–90Google Scholar
• Elsbach K. D., Kramer R. M. Members' responses to organizational identity threats: Encountering and countering the Business Week rankings. Admin. Sci. Quart. (1996) 41(3):442–476Crossref, Google Scholar
• Evered R., Louis M. R. Alternative perspectives in the organizational sciences: “Inquiry from the inside” and “inquiry from the outside”. Acad. Management Rev. (1981) 6(3):385–395Crossref, Google Scholar
• Fiol C. M. Corporate communications: Comparing executives' private and public statements. Acad. Management J. (1995) 38(2):522–536Crossref, Google Scholar
• Fiol C. M. Capitalizing on paradox: The role of language in transforming organizational identities. Organ. Sci. (2002) 13(6):653–666Link, Google Scholar
• Garud R., Rappa M. A. A socio-cognitive model of technology evolution: The case of cochlear implants. Organ. Sci. (1994) 5(3):344–362Link, Google Scholar
• Gavetti G., Rivkin J. W. On the origin of strategy: Action and cognition over time. Organ. Sci. (2007) 18(3):420–439Link, Google Scholar
• Gavetti G., Tripsas M., Aoshima Y. Fujifilm: A second foundation. (2007) . Case 9-807-137, Harvard Business School, BostonGoogle Scholar
• Gentner D. Structure-mapping—A theoretical framework for analogy. Cognitive Sci. (1983) 7):155–170Crossref, Google Scholar
• Gilbert C. Unbundling the structure of inertia: Resource versus routine rigidity. Acad. Management J. (2005) 48(5):741–763Crossref, Google Scholar
• Gioia D. A., Chittipeddi K. Sensemaking and sensegiving in strategic change initiation. Strategic Management J. (1991) 12(6):433–448Crossref, Google Scholar
• Gioia D. A., Thomas J. B. Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Admin. Sci. Quart. (1996) 41(3):370–403Crossref, Google Scholar
• Gioia D. A., Schultz M., Corley K. G. Organizational identity, image, and adaptive instability. Acad. Management Rev. (2000) 25(1):63–81Crossref, Google Scholar
• Glaser B., Strauss A. L.The Discovery of Grounded Theory (1967) (Aldine, Chicago) Google Scholar
• Glasmeier A. Technological discontinuities and flexible production networks: The case of Switzerland and the world watch industry. Res. Policy (1991) 20(5):469–485Crossref, Google Scholar
• Glynn M. A., Abzug R. Institutionalizing identity: Symbolic isomorphism and organizational names. Acad. Management J. (2002) 45(1):267–280Crossref, Google Scholar
• Glynn M. A., Marquis C., Johnson C. When good names go bad: Symbolic illegitimacy in organizations. Research in the Sociology of Organizations (2004) (JAI/Elsevier Science, New York) 147–170Google Scholar
• Graebner M. E., Eisenhardt K. M. The seller's side of the story: Acquisition as courtship and governance as syndicate in entrepreneurial firms. Admin. Sci. Quart. (2004) 49(3):366–403Google Scholar
• Gregan-Paxton J., John D. R. Consumer learning by analogy: A model of internal knowledge transfer. J. Consumer Res. (1997) 24(3):266–284Crossref, Google Scholar
• Gregan-Paxton J., Hibbard J. D., Brunel F. F., Azar P. “So that's what that is”: Examining the impact of analogy on consumers' knowledge development for really new products. Psych. Marketing (2002) 19(6):533–550Crossref, Google Scholar
• Grove A.Only the Paranoid Survive (1996) (Doubleday, New York) Google Scholar
• Gulati R., Puranam P. Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organ. Sci. (2009) 20(2):422–440Link, Google Scholar
• Hannan M., Freeman J. Structural inertia and organizational change. Amer. Sociol. Rev. (1984) 49:149–164Crossref, Google Scholar
• Hannan M. T., Carroll G., Pólos L. The organizational niche. Sociol. Theory (2003) 21:311–340Crossref, Google Scholar
• Hannan M. T., Baron J. N., Hsu G., Koçak Ö. Organizational identities and the hazard of change. Indust. Corporate Change (2006a) 15(5):755–784Crossref, Google Scholar
• Hannan M. T., Polos L., Carroll G.Logics of Organization Theory: Audiences, Codes and Ecologies (2006b) (Princeton University Press, Princeton and Oxford) Google Scholar
• Helfat C. E., Lieberman M. B. The birth of capabilities: Market entry and the importance of pre-history. Indust. Corporate Change (2002) 11(4):725–760Crossref, Google Scholar
• Henderson R., Clark K. B. Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms. Admin. Sci. Quart. (1990) 35(1):9–30Crossref, Google Scholar
• Hsu G., Hannan M. T. Identities, genres, and organizational forms. Organ. Sci. (2005) 16(5):474–490Link, Google Scholar
• Jacobides M. G., Knudsen T., Augier M. Benefiting from innovation: Value creation, value appropriation and the role of industry architectures. Res. Policy (2006) 35(8):1200–1221Crossref, Google Scholar
• JP Morgan LincoMedia: Pretty picture. (2000) October 26):1–2Google Scholar
• JP Morgan H&Q CEO Interview. Wall Street Transcript (2001) AprilGoogle Scholar
• Kaplan S. Cognition, capabilities, and incentives: Assessing firm response to the fiber-optic revolution. Acad. Management J. (2008) 51(4):672–695Crossref, Google Scholar
• Kaplan S., Tripsas M. Thinking about technology: Applying a cognitive lens to technical change. Res. Policy (2008) 37(5):790–805Crossref, Google Scholar
• Kaplan S., Murray F., Henderson R. M. Discontinuities and senior management: Assessing the role of recognition in pharmaceutical firm response to biotechnology. Indust. Corporate Change (2003) 12(4):203–233Crossref, Google Scholar
• Kim H. E., Pennings J. M. Innovation and strategic renewal in mature markets: A study of the tennis racket industry. Organ. Sci. (2009) 20(2):368–383Link, Google Scholar
• Kogut B., Zander U. What firms do? Coordination, identity, and learning. Organ. Sci. (1996) 7(5):502–518Link, Google Scholar
• Landes D.Revolution in Time (1983) (Harvard University Press, Cambridge, MA) Google Scholar
• Lee P. M. What's in a name.com?: The effects of “.com” name changes on stock prices and trading activity. Strategic Management J. (2001) 22(8):793–804Crossref, Google Scholar
• Leonard-Barton D. Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management J. (1992) 13:111–125Crossref, Google Scholar
• Levinthal D. A., March J. G. The myopia of learning. Strategic Management J. (1993) 14:95–112Crossref, Google Scholar
• Levitt B., March J. G. Organizational learning. Annual Rev. Sociol. (1988) 14:319–340Crossref, Google Scholar
• Lofland J., Snow D. A., Anderson L., Lofland L. H.Analyzing Social Settings: A Guide to Qualitative Observation and Analysis (2005) (Wadsworth Publishing Company, Belmont, CA) Google Scholar
• Markides C. C.All the Right Moves: A Guide to Crafting Breakthrough Strategy (2000) (Harvard Business School Press, Boston) Google Scholar
• McKendrick D. G., Carroll G. R. On the genesis of organizational forms: Evidence from the market for disk arrays. Organ. Sci. (2001) 12(6):661–682Link, Google Scholar
• Miles M., Huberman A. M.Qualitative Data Analysis (1984) (Sage Publications, Beverly Hills, CA) Google Scholar
• Mitchell W. Whether and when? Probability and timing of incumbents' entry into emerging industrial subfields. Admin. Sci. Quart. (1989) 34:208–230Crossref, Google Scholar
• Nag R., Corley K. G., Gioia D. A. The intersection of organizational identity, knowledge, and practice: Attempting strategic change via knowledge grafting. Acad. Management J. (2007) 50(4):821–847Crossref, Google Scholar
• Needham Linco announced agreement with Memco to be acquired in a stock for stock merger. (2006) March 9Google Scholar
• Nelson R. R., Winter S.An Evolutionary Theory of Economic Change (1982) (Harvard University Press, Cambridge, MA) Google Scholar
• Ocasio W. Towards an attention-based view of the firm. Strategic Management J. (1997) 18:187–206Crossref, Google Scholar
• O'Reilly C., Tushman M. L. The ambidextrous organization. Harvard Bus. Rev. (2004) 82(4):74–81Google Scholar
• Osborne J. D., Stubbart C. I., Ramaprasad A. Strategic groups and competitive enactment: A study of dynamic relationships between mental models and performance. Strategic Management J. (2001) 22(5):435–454Crossref, Google Scholar
• Pólos L., Hannan M. T., Carroll G. R. Foundations of a theory of social forms. Indust. Corporate Change (2002) 11(1):85–115Crossref, Google Scholar
• Porac J. F., Wade J., Pollock T. G. Industry categories and the politics of the comparable firm in CEO compensation. Admin. Sci. Quart. (1999) 44(1):112–144Crossref, Google Scholar
• Ravasi D., Schultz M. Responding to organizational identity threats: Exploring the role of organizational culture. Acad. Management J. (2006) 49(3):433–458Crossref, Google Scholar
• Reger R. K., Whetten D., Godfrey P. A strategy conversation on the topic of organization identity. Identity in Organizations: Building Theory Through Conversations (1998) Chapter 5(Sage Publications Inc., Thousand Oaks, CA) Google Scholar
• Reger R. K., Gustafson L. T., Demarie S. M., Mullane J. V. Reframing the organization: Why implementing total quality is easier said than done. Acad. Management Rev. (1994) 19(3):565–584Crossref, Google Scholar
• Rindova V. P., Fombrun C. J. Constructing competitive advantage: The role of firm-constituent interactions. Strategic Management J. (1999) 20(8):691–710Crossref, Google Scholar
• Rindova V. P., Kotha S. Continuous “morphing”: Competing through dynamic capabilities, form, and function. Acad. Management J. (2001) 44(6):1263–1280Crossref, Google Scholar
• Rosenbloom R. S. Leadership, capabilities, and technological change: The transformation of NCR in the electronic era. Strategic Management J. (2000) 21(10/11):1083–1103Crossref, Google Scholar
• Rosenkopf L., Nerkar A. Beyond local search: Boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management J. (2001) 22(4):287–306Crossref, Google Scholar
• Rothaermel F. T., Boeker W. Old technology meets new technology: Complementarities, similarities, and alliance formation. Strategic Management J. (2008) 29(1):47–77Crossref, Google Scholar
• Santos F. M., Eisenhardt K. M. Constructing markets and shaping boundaries: Entrepreneural agency in nascent fields. Acad. Management J. (2009) . ForthcomingCrossref, Google Scholar
• Sarason Y. US West, Inc.. Identity in Organizations: Building Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) 128–132Google Scholar
• Spradley J. P.Participant Observation (1980) (Holt, Rinehart and Winston, New York) Google Scholar
• Staudenmayer N., Tripsas M., Tucci C. Interfirm modularity and the implications for product development. J. Product Innovation Management (2005) 22:303–321Crossref, Google Scholar
• Stimpert J. L., Gustafson L. T., Sarason Y., Whetten D., Godfrey P. Organizational identity within strategic management conversation. Identity in Organizations: Building Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) Crossref, Google Scholar
• Sull D. N., Tedlow R. S., Rosenbloom R. S. Managerial commitments and technological change in the US tire industry. Indust. Corporate Change (1997) 6(2):461–501Crossref, Google Scholar
• Tripsas M. Unraveling the process of creative destruction: Complementary assets and incumbent survival in the typesetter industry. Strategic Management J. (1997) 18:119–142Crossref, Google Scholar
• Tripsas M. Customer preference discontinuities: A trigger for radical technological change. Managerial Decision Econom. (2008) 29:79–97Crossref, Google Scholar
• Tripsas M., Gavetti G. Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management J. (2000) 21:1147–1161Crossref, Google Scholar
• Tushman M., Romanelli E., Cummings L. L., Staw B. M. Organizational evolution: A metamorphosis model of convergence and reorientation. Research in Organizational Behavior (1985) (JAI Press, Greenwich, CT) 171–222Google Scholar
• Tushman M. L., Anderson P. C. Technological discontinuities and organizational environments. Admin. Sci. Quart. (1986) 31(3):439–465Crossref, Google Scholar
• Tushman M. L., Rosenkopf L., Cummings L., Staw B. On the organizational determinants of technological change: Towards a sociology of technological evolution. Research in Organizational Behavior (1992) (JAI Press, Greenwich, CT) 311–347Google Scholar
• Utterback J. M.Mastering the Dynamics of Innovation (1994) (Harvard University Press, Cambridge, MA) Google Scholar
• Weick K. E.Sensemaking in Organizations (1995) (Sage Publications, Thousand Oaks, CA) Google Scholar
• Wilson L. One on one with Edward, CEO of Linco. San Francisco Times (2001) October 26Google Scholar
• Zuckerman E. W. The categorical imperative: Securities analysts and the illegitimacy discount. Amer. J. Sociol. (1999) 104(5):1398–1438Crossref, Google Scholar
• Zuckerman E. W. Focusing the corporate product: Securities analysts and de-diversification. Admin. Sci. Quart. (2000) 45(3):591–619Crossref, Google Scholar
• Zuckerman E. W. Structural incoherence and stock market activity. Amer. Sociol. Rev. (2004) 69(3):405–432Crossref, Google Scholar
• Zuckerman E. W.Identity Imperatives (2008) (MIT Sloan School of Management, Cambridge, MA) Google Scholar
• Zuckerman E. W., Rao H. Shrewd, crude, or simply deluded? Comovement and the internet stock phenomenon. Indust. Corporate Change (2004) 13(1):171–212Crossref, Google Scholar
• Zuckerman E. W., Kim T.-Y., Ukanwa K., Rittmann J. v. Robust identities or nonentities? Typecasting in the feature-film labor market. Amer. J. Sociol. (2003) 108(5):1018–1074Crossref, Google Scholar