Scalability in incumbent firms: The case of Nvidia

IF 7.4 2区管理学 Q1 BUSINESS

Long Range Planning Pub Date : 2025-06-02 DOI:10.1016/j.lrp.2025.102540

Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza

{"title":"Scalability in incumbent firms: The case of Nvidia","authors":"Ferran Vendrell-Herrero , Yancy Vaillant , Oscar F. Bustinza","doi":"10.1016/j.lrp.2025.102540","DOIUrl":null,"url":null,"abstract":"<div><div>Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.</div></div>","PeriodicalId":18141,"journal":{"name":"Long Range Planning","volume":"58 4","pages":"Article 102540"},"PeriodicalIF":7.4000,"publicationDate":"2025-06-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Long Range Planning","FirstCategoryId":"91","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S0024630125000433","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}

引用次数: 0

Abstract

Scalability refers to the organizational capabilities required to facilitate a smoother and faster scaling process. Although it is usually associated with new ventures, this study explores how established firms can also create conditions conducive to scalability. We address this question by applying an inductive, narrative-based approach to a longitudinal, single-case study of Nvidia Corporation, a company founded in 1993 that since 2006 has undergone a profound transformation driven by the AI revolution. This case study draws on digital archives, including objective accounting information on Nvidia and its direct competitors, extensive company reports, pedagogical case studies, corporate biographies, and 464 min of recorded documentaries and interviews featuring the company's CEO. We use these sources to develop a multi-phase theoretical model outlining how established organizations can foster scalability. The model encompasses value recognition driven by systemic industry transitions, organizational adaptability, strategic renewal, and scalability, thus offering a structured framework for understanding how incumbent firms can cultivate the necessary conditions for successful scaling.

查看原文本刊更多论文

现有公司的可扩展性：以英伟达为例

可伸缩性是指促进更顺畅、更快的扩展过程所需的组织能力。虽然它通常与新企业有关，但本研究探讨了老牌企业如何创造有利于可扩展性的条件。我们通过对英伟达公司（Nvidia Corporation）的纵向、单案例研究，采用归纳式、基于叙事的方法来解决这个问题。英伟达公司成立于1993年，自2006年以来，在人工智能革命的推动下经历了深刻的变革。本案例研究利用了数字档案，包括英伟达及其直接竞争对手的客观会计信息、大量的公司报告、教学案例研究、企业传记，以及464分钟的公司首席执行官录制的纪录片和访谈。我们利用这些资源开发了一个多阶段理论模型，概述了已建立的组织如何促进可扩展性。该模型包含由系统性行业转型、组织适应性、战略更新和可扩展性驱动的价值认知，从而为理解现有企业如何培养成功扩展的必要条件提供了一个结构化框架。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

Long Range Planning Multiple-

CiteScore

13.00

自引率

7.10%

发文量

期刊介绍： Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.