Business Model Renewal and Ambidexterity: Structural Alteration and Strategy Formation Process During Transition to a Cloud Business Model
暂无分享,去创建一个
[1] Stefan H. Thomke,et al. Managing Experimentation in the Design of New Products , 1998 .
[2] J. L. Bower,et al. Strategy making as iterated processes of resource allocation , 2007 .
[3] Frances J. Milliken. Three Types of Perceived Uncertainty About the Environment: State, Effect, and Response Uncertainty , 1987 .
[4] Kathleen M. Eisenhardt,et al. Making Fast Strategic Decisions In High-Velocity Environments , 1989 .
[5] Ranjay Gulati,et al. Renewal Through Reorganization: The Value of Inconsistencies between Formal and Informal Organization , 2009, Organ. Sci..
[6] C. Markides. Disruptive Innovation: In Need of Better Theory* , 2006 .
[7] Henry Mintzberg,et al. Of strategies, deliberate and emergent , 1985, Strategic Management Journal.
[8] Koenraad Debackere,et al. Simultaneous experimentation as a learning strategy: Business model development under uncertainty—Relevance in times of COVID ‐19 and beyond , 2013, Strategic Entrepreneurship Journal.
[9] Anand Swaminathan,et al. Entry timing, exploration, and firm survival in the early U.S. bicycle industry , 2006 .
[10] J. Birkinshaw,et al. Organizational Ambidexterity: Antecedents, Outcomes, and Moderators , 2008 .
[11] S. Kotha. Competing on the Internet:: The case of Amazon.com , 1998 .
[12] Thomas W. Lee,et al. Using Qualitative Methods in Organizational Research , 1998 .
[13] Mary Tripsas,et al. Surviving Radical Technological Change through Dynamic Capability: Evidence from the Typesetter Industry , 1997 .
[14] R. Stacey. The science of complexity: An alternative perspective for strategic change processes , 1995 .
[15] Mary J. Benner,et al. Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited , 2003 .
[16] Wendy K. Smith,et al. Complex Business Models: Managing Strategic Paradoxes Simultaneously , 2010 .
[17] Elizabeth Garnsey,et al. Speciation through entrepreneurial spin-off: The Acorn-ARM story , 2008 .
[18] M. Sosna,et al. Business Model Innovation through Trial-and-Error Learning , 2010 .
[19] A. Pettigrew. Longitudinal Field Research on Change: Theory and Practice , 1990 .
[20] Sumit K. Majumdar,et al. Network effects and the adoption of new technology: evidence from the U.S. telecommunications industry , 1998 .
[21] Raphael Amit,et al. Business Model Design: An Activity System Perspective , 2010 .
[22] Alva Taylor,et al. The Next Generation: Technology Adoption and Integration through Internal Competition in New Product Development , 2008, Organ. Sci..
[23] Jörg Sydow,et al. Organizational Path Dependence: A Process View , 2011 .
[24] A. Strauss,et al. The discovery of grounded theory: strategies for qualitative research aldine de gruyter , 1968 .
[25] Bob Frisch. When teams can't decide. Are stalemates on your leadership team making you a dictator by default? Stop blaming your people--start fixing the process. , 2008, Harvard business review.
[26] Andrew Tylecote,et al. Corporate governance and technological dynamism of Chinese firms in mobile telecommunications: A quantitative study , 2008 .
[27] Sumit K. Majumdar,et al. New technology adoption in US telecommunications: The role of competitive pressures and firm-level inducements , 1993 .
[28] Mark W. Johnson,et al. Seizing the White Space: Business Model Innovation for Growth and Renewal , 2010 .
[29] G. Pisano,et al. Disrupted Routines: Team Learning and New Technology Implementation in Hospitals , 2001 .
[30] H. Chesbrough. Business Model Innovation: Opportunities and Barriers , 2010 .
[31] Lee Fleming,et al. Finding the organizational sources of technological breakthroughs: the story of Hewlett‐Packard's thermal ink‐jet , 2002 .
[32] D. Gann,et al. The Effects of Culture and Structure on Strategic Flexibility During Business Model Innovation , 2012 .
[33] D. Teece. Business Models, Business Strategy and Innovation , 2010 .
[34] C. Markides. Business Model Innovation: What Can the Ambidexterity Literature Teach US? , 2013 .
[35] George S. Day,et al. Avoiding the Pitfalls of Emerging Technologies , 2000 .
[36] C. Gilbert. Unbundling the Structure of Inertia: Resource Versus Routine Rigidity , 2005 .
[37] Thomas Hutzschenreuter,et al. Strategy-Process Research: What Have We Learned and What Is Still to Be Explored , 2006 .
[38] Marina Apaydin,et al. A Multi-Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature , 2010 .
[39] M. Tushman,et al. Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change , 1996 .
[40] C. Gibson,et al. THE ANTECEDENTS , CONSEQUENCES , AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY , 2004 .
[41] A. Langley. Strategies for Theorizing from Process Data , 1999 .
[42] J. Baum,et al. STRATEGIC DECISION SPEED AND FIRM PERFORMANCE , 2003 .
[43] R. Boulton,et al. A BUSINESS MODEL FOR THE NEW ECONOMY , 2000 .
[44] Daniel A. Levinthal,et al. Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation , 2003 .
[45] Moshe Farjoun. Towards an organic perspective on strategy , 2002 .
[46] Todd R. Zenger,et al. Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance , 2012 .
[47] Ilan Vertinsky,et al. The formation of green strategies in Chinese firms: matching corporate environmental responses and individual principles , 2004 .
[48] Fernando Suarez,et al. Network Effects Revisited: The Role of Strong Ties in Technology Selection , 2005 .
[49] Henk W. Volberda,et al. Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms , 2008, Organ. Sci..
[50] D. Teece. Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy , 1993 .
[51] L. Melin,et al. Dynamics of business models - strategizing, critical capabilities and activities for sustained value creation , 2013 .
[52] Constance E. Helfat,et al. Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity , 2008, Organ. Sci..
[53] C. Prahalad,et al. To revitalize corporate performance, we need a whole new model of strategy. Strategic intent. , 1989, Harvard business review.
[54] C. Baden‐Fuller,et al. Business Models and Technological Innovation , 2013 .
[55] H. Chesbrough. Why Companies Should Have Open Business Models , 2007 .
[56] C. Markides. Game-Changing Strategies: How to Create New Market Space in Established Industries by Breaking the Rules , 2008 .
[57] Dovev Lavie,et al. Capability Reconfiguration: An Analysis of Incumbent Responses to Technological Change , 2006 .
[58] A. Cooper,et al. How established firms respond to threatening technologies , 1992 .
[59] Mark P. Sharfman,et al. Conceptualizing and Measuring the Organizational Environment: A Multidimensional Approach , 1991 .
[60] Jack A. Nickerson,et al. Being Efficiently Fickle: A Dynamic Theory of Organizational Choice , 2002, Organ. Sci..
[61] Gregory G. Dess,et al. Dimensions of Organizational Task Environments. , 1984 .