Inter-Firm Co-Operative Strategies In The Context Of Discontinuous Technological Change. The Case Of The Uk Optical Communications Systems Industry
AbstractAt times of discontinuous technological change co-operation representsa viable strategy for both incumbents and new-entrants, provided thatthe choice of co-operation is consistent with the firm's businessstrategy (market-pull vs. technology-push) and with its degree oforganizational and technological flexibility. Evidence from the UKfibre-optics industry identifies two ideal-types of co-operation,namely structured co-operation - associated with market-pullstrategies and lower levels of flexibility - and unstructuredco-operation - associated with technology-push strategies and higherlevels of flexibility.
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Bibliographic InfoPaper provided by Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam. in its series Research Paper with number ERS-2002-112-STR.
Date of creation: 10 Jan 2002
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co-operative strategy; incumbents; inter-firm relationships; new-entrants; technological discontinuity;
This paper has been announced in the following NEP Reports:
- NEP-ALL-2003-01-19 (All new papers)
- NEP-COM-2003-01-19 (Industrial Competition)
- NEP-ENT-2003-01-19 (Entrepreneurship)
- NEP-MIC-2003-01-20 (Microeconomics)
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