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.
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Bibliographic InfoPaper provided by University of Antwerp, Faculty of Applied Economics in its series Working Papers with number 1999039.
Length: 22 pages
Date of creation: Dec 1999
Date of revision:
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Web page: https://www.uantwerp.be/en/faculties/applied-economic-sciences/
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Strategic innovation; Business networks; Value creation for customers; Organizational and cognitive barriers to innovation; Case study research;
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