Strategic Posture and Outsourcing
IT-enabled innovations are of increasing importance for competitive success in a range to develop associated competencies - in-house and/or through outsourcing - consequential for creating and sustaining competitive advantage. Against the backdrop of the importance of IT-enabled innovation, the key concern of this chapter is to address the crucial question: How do capability development strategies differ between first-movers and late entrants in IT-enabled services. We develop theory based on three explorative case studies – FedEx, UPS and DHL. An analysis of the three companies reveals that governance choices are influenced by a company’s attempts to create, imitate, and/or leapfrog IT-enabled innovation in varying technological regimes.
|Date of creation:||19 Sep 2004|
|Contact details of provider:|| Postal: Department of Informatics, Copenhagen Business School, Howitzvej 60, DK-2000 Frederiksberg, Denmark|
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- Robertson, Paul L. & Langlois, Richard N., 1995.
"Innovation, networks, and vertical integration,"
Elsevier, vol. 24(4), pages 543-562, July.
- Paul L. Robertson & Richard N. Langlois, 1994. "Innovation, Networks, and Vertical Integration," Industrial Organization 9406006, EconWPA.
- Schmalensee, Richard, 1982. "Product Differentiation Advantages of Pioneering Brands," American Economic Review, American Economic Association, vol. 72(3), pages 349-365, June.
- Schmalensee, Richard., 1980. "Product differentiation advantages of pioneering brands," Working papers 1140-80., Massachusetts Institute of Technology (MIT), Sloan School of Management.
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