Barriers to strategic innovation: a network perspective
AbstractFord et al. (1998) argue that strategy development in one company cannot be undertaken in today’s highly competitive business markets in isolation of others. Given the characteristics of business markets such as heterogeneity, co-evolution and interdependencies, (marketing)strategies will always require adaptations to and co-ordination with other companies: ‘a company’s strategy necessarily becomes a collective strategy […]’ (pp. 106-107). Applying such a perspective, we study an industry displaying traits of ‘maturity’ (Baden-Fuller & Stopford, 1994). This allows observing strategic innovation and efforts to perform ‘strategic innovation’ (Markides, 1997). Barriers to strategic innovation are observed as well as different strategies deployed. The role of network relations and the impact on network interactions are discussed while studying the process of strategic innovation.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by University of Antwerp, Faculty of Applied Economics in its series Working Papers with number 1999039.
Length: 21 pages
Date of creation: Dec 1999
Date of revision:
You can help add them by filling out this form.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Joeri Nys).
If references are entirely missing, you can add them using this form.