What Does Firm Shaping of Markets Really Mean?

Published Online:https://doi.org/10.1287/stsc.2021.0144

References

  • 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, Levinthal D (2008) Doing vs. seeing: Acts of exploitation and perceptions of exploration. Strategic Entrepreneurship J. 2(1):43–52.CrossrefGoogle Scholar
  • Adner R, Zemsky P (2005) Disruptive technologies and the emergence of competition. RAND J. Econom. 36(2):229–254.Google Scholar
  • Agarwal R, Helfat CE (2009) Strategic renewal of organizations. Organ. Sci. 20(2):281–293.LinkGoogle Scholar
  • Alvarez SA, Barney JB (2007) Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship J. 1(1–2):11–26.CrossrefGoogle Scholar
  • Andriani P, Cattani G (2016) Exaptation as source of creativity, innovation, and diversity: Introduction to the special section. Indust. Corporate Change 25(1):115–131.CrossrefGoogle Scholar
  • Baumann O, Schmidt J, Stieglitz N (2019) Effective search in rugged performance landscapes: A review and outlook. J. Management 45(1):285–318.CrossrefGoogle Scholar
  • Brandenburger AM, Nalebuff BJ (1995) The right game: Use game theory to shape strategy. Harvard Bus. Rev., 57–71.Google Scholar
  • Brandenburger AM, Stuart HW Jr (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
  • Burgelman RA (1994) Fading memories: A process theory of strategic business exit in dynamic environments. Admin. Sci. Quart. 39(1):24–56.CrossrefGoogle Scholar
  • Cattani G (2005) Preadaptation, firm heterogeneity, and technological performance: A study on the evolution of fiber optics, 1970-1995. Organ. Sci. 16(6):563–580.LinkGoogle Scholar
  • Cattani G (2006) Technological pre-adaptation, speciation, and emergence of new technologies: How Corning invented and developed fiber optics. Indust. Corporate Change 15(2):285–318.CrossrefGoogle Scholar
  • Christensen CM, Rosenbloom RS (1995) Explaining the attacker’s advantage: Technological paradigms, organizational dynamics, and the value network. Res. Policy 24(2):233–257.CrossrefGoogle Scholar
  • Cohen WM, Levinthal DA (1990) Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. 35(1):128–152.CrossrefGoogle Scholar
  • Coff RW (2010) The coevolution of rent appropriation and capability development. Strategic Management J. 31(7):711–733.CrossrefGoogle Scholar
  • Denrell J, Fang C, Winter SG (2003) The economics of strategic opportunity. Strategic Management J. 24(10):977–990.CrossrefGoogle Scholar
  • Eisenhardt KM, Martin JA (2000) Dynamic capabilities: What are they? Strategic Management J. 21(10–11):1105–1121.CrossrefGoogle Scholar
  • Engler DE, Cattani G, Porac J (2020) Studying the incubation of a new product market through realized and alternative histories. Strategy Sci. 5(3):160–192.LinkGoogle Scholar
  • Felin T, Kauffman S, Koppl R, Longo G (2014) Economic opportunity and evolution: Beyond landscapes and bounded rationality. Strategic Entrepreneurship J. 8(4):269–282.CrossrefGoogle Scholar
  • Floyd SW, Lane PJ (2000) Strategizing throughout the organization: Managing role conflict in strategic renewal. Acad. Management Rev. 25(1):154–177.CrossrefGoogle Scholar
  • Gao C, McDonald R (2020) Shaping nascent industries: Innovation strategy and regulatory uncertainty in personal genomics. Working paper, University of Michigan, Ann Arbor.Google Scholar
  • Gavetti G (2012) Toward a behavioral theory of strategy. Organ. Sci. 23(1):267–285.LinkGoogle Scholar
  • Gavetti G, Levinthal D (2000) Looking forward and looking backward: Cognitive and experiential search. Admin. Sci. Quart. 45(1):113–137.CrossrefGoogle Scholar
  • Gavetti G, Levinthal DA (2004) The strategy field from the perspective of Management Science: Divergent strands and possible integration. Management Sci. 50(10):1309–1318.LinkGoogle Scholar
  • Gavetti G, Menon A (2016) Evolution cum agency: Toward a model of strategic foresight. Strategy Sci. 1(3):207–233.LinkGoogle Scholar
  • Gavetti G, Porac J (2018) On the origin of great strategies. Strategy Sci. 3(1):352–365.LinkGoogle Scholar
  • Gavetti G, Helfat CE, Marengo L (2017) Searching, shaping, and the quest for superior performance. Strategy Sci. 2(3):141–209.LinkGoogle Scholar
  • Helfat CE (2000) Guest editor’s introduction to the special issue: The evolution of firm capabilities. Strategic Management J. 21(10–11):955–959.CrossrefGoogle Scholar
  • Helfat CE, Winter SG (2011) Untangling dynamic and operational capabilities: Strategy for the (n)ever-changing world. Strategic Management J. 32(11):1243–1250.CrossrefGoogle Scholar
  • Helfat CE, Finkelstein S, Mitchell W, Peteraf MA, Singh H, Teece DJ, Winter SG (2007) Dynamic Capabilities: Understanding Strategic Change in Organizations (Blackwell Publishing, Malden, MA).Google Scholar
  • Henderson RM, 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
  • Isaacson W (2011) Steve Jobs (Simon & Schuster, New York).Google Scholar
  • Lant TK (2003) Strategic capabilities in emerging fields: Navigating ambiguity, leveraging social capital, and creating identity in Silicon Alley. Helfat CE, ed. The SMS Blackwell Handbook of Organizational Capabilities (Blackwell Publishing, Malden, MA), 110–118.Google Scholar
  • Levinthal DA (1997) Adaptation on rugged landscapes. Management Sci. 43(7):934–950.LinkGoogle Scholar
  • Levinthal DA (2017) Mendel in the C-suite: Design and the evolution of strategies. Strategy Sci. 2(4):282–287.LinkGoogle Scholar
  • Li C, Csaszar FA (2019) Government as landscape designer: A behavioral view of industrial policy. Strategy Sci. 4(3):175–192.LinkGoogle Scholar
  • Lieberman M (2021) Is competitive advantage intellectually sustainable? Strategic Management Rev. 2(1):29–46.CrossrefGoogle Scholar
  • Luksha P (2008) Niche construction: The process of opportunity creation in the environment. Strategic Entrepreneurship J. 2(4):269–283.CrossrefGoogle Scholar
  • Madsen TL, Walker G (2007) Incumbent and entrant rivalry in a deregulated industry. Organ. Sci. 18(4):667–687.LinkGoogle Scholar
  • Malerba F, Orsenigo L (2002) Innovation and market structure in the dynamics of the pharmaceutical industry and biotechnology: Toward a history-friendly model. Indust. Corporate Change 11(4):667–703.CrossrefGoogle Scholar
  • Malerba F, Nelson R, Orsenigo L, Winter S (1999) “History-friendly” models of industry evolution: The computer industry. Indust. Corporate Change 8(1):3–40.CrossrefGoogle Scholar
  • Malerba F, Nelson R, Orsenigo L, Winter S (2008) Vertical integration and disintegration of computer firms: A history-friendly model of the coevolution of the computer and semiconductor industries. Indust. Corporate Change 17(2):197–231.CrossrefGoogle Scholar
  • Malerba F, Nelson R, Orsenigo L, Winter S (2016) Innovation and Industry Evolution: History Friendly Models (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Mezias SJ, Kuperman JC (2001) The community dynamics of entrepreneurship: The birth of the American film industry, 1895–1929. J. Bus. Venturing 16(3):209–233.CrossrefGoogle Scholar
  • Nelson RR, Winter SG (1982) An Evolutionary Theory of Economic Change (Belknap Press of Harvard University Press, Cambridge, MA).Google Scholar
  • Nelson RR, Dosi G, Helfat CE, Pyka A, Winter SG, Saviotti PP, Lee K, Malerba F, Dopfer K (2018) Modern Evolutionary Economics: An Overview (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Ozcan P, Eisenhardt KM (2009) Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Acad. Management J. 52(2):246–279.CrossrefGoogle Scholar
  • Patvardhan S, Ramachandran J (2020) Shaping the future: Strategy making as artificial evolution. Organ. Sci. 31(3):671–697.LinkGoogle Scholar
  • Peteraf MA, Barney JB (2003) Unraveling the resource-based tangle. Managerial Decision Econom. 24(4):309–323.CrossrefGoogle Scholar
  • Pontikes EG, Rindova VP (2020) Shaping markets through temporal, constructive, and interactive agency. Strategy Sci. 5(3):149–159.LinkGoogle Scholar
  • Rindova VP, Courtney H (2020) To shape or adapt: Knowledge problems, epistemologies and strategic postures under Knightian uncertainty. Acad. Management Rev. 45(4):787–807.CrossrefGoogle Scholar
  • Rindova VP, Martins LL (2021) Shaping possibilities: A design science approach to developing novel strategies. Acad. Management Rev. Forthcoming.CrossrefGoogle Scholar
  • Rivkin JW (2000) Imitation of complex strategies. Management Sci. 46(6):824–844.LinkGoogle Scholar
  • Rosenkopf L, Nerkar A (2001) Beyond local search: Boundary spanning, exploration, and impact in the optical disk industry. Strategic Management J. 22(4):287–306.CrossrefGoogle Scholar
  • Rosenkopf L, Tushman ML (1998) The coevolution of community networks and technology: Lessons from the flight simulator industry. Indust. Corporate Change 7(2):311–346.CrossrefGoogle Scholar
  • Rumelt R (2011) Good Strategy Bad Strategy: The Difference and Why it Matters (Crown Business, New York).Google Scholar
  • Santos FM, Eisenhardt KM (2009) Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Acad. Management J. 52(4):643–671.CrossrefGoogle Scholar
  • Teece DJ (2007) Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. 28(13):1319–1350.CrossrefGoogle Scholar
  • Teece DJ, Pisano G, Shuen A (1997) Dynamic capabilities and strategic management. Strategic Management J. 18(7):509–533.CrossrefGoogle Scholar
  • Tripsas M (1997) Unraveling the process of creative destruction: Complementary assets and incumbent survival in the typesetter industry. Strategic Management J. 18(S1):119–142.CrossrefGoogle Scholar
  • Tushman ML, Anderson PC (1986) Technological discontinuities and organizational environments. Admin. Sci. Quart. 31(3):439–465.CrossrefGoogle Scholar
  • Vinokurova N (2019) Reshaping demand landscapes: How firms change customers preferences to better fit their products. Strategic Management J. 40(13):2107–2137.CrossrefGoogle Scholar
  • Winter SG (2003) Understanding dynamic capabilities. Strategic Management J. 24(10):991–995.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.