Strategy Science最新文献_第7页

IF 3.9

Strategy Science Pub Date : 2021-12-01 DOI: 10.1287/stsc.2021.0153

R. Nelson

引用次数: 0

Introduction to the Strategy Science Special Issue on Evolutionary Approaches to Innovation, the Firm, and the Dynamics of Industries 战略科学特刊导论:创新、企业和产业动态的进化方法

IF 3.9

Strategy Science Pub Date : 2021-12-01 DOI: 10.1287/stsc.2021.0140

G. Cattani, F. Malerba

引用次数: 0

A Neo-Carnegie Approach to the Agency Question: Bridging the Evolutionary and Cognitive Views of Strategy 代理问题的新卡耐基方法：跨越进化和认知战略观

IF 3.9

Strategy Science Pub Date : 2021-11-10 DOI: 10.1287/stsc.2021.0149

Giovanni Gavetti, Jose Ramon Lecuona Torras

引用次数: 1

The Evolutionary Dynamics of the Artificial Intelligence Ecosystem 人工智能生态系统的进化动力学

IF 3.9

Strategy Science Pub Date : 2021-10-11 DOI: 10.1287/stsc.2021.0148

M. Jacobides, S. Brusoni, F. Candelon

{"title":"The Evolutionary Dynamics of the Artificial Intelligence Ecosystem","authors":"M. Jacobides, S. Brusoni, F. Candelon","doi":"10.1287/stsc.2021.0148","DOIUrl":"https://doi.org/10.1287/stsc.2021.0148","url":null,"abstract":"We analyze the sectoral and national systems of firms and institutions that collectively engage in artificial intelligence (AI). Moving beyond the analysis of AI as a general-purpose technology or its particular areas of application, we draw on the evolutionary analysis of sectoral systems and ask, “Who does what?” in AI. We provide a granular view of the complex interdependency patterns that connect developers, manufacturers, and users of AI. We distinguish between AI enablement, AI production, and AI consumption and analyze the emerging patterns of cospecialization between firms and communities. We find that AI provision is characterized by the dominance of a small number of Big Tech firms, whose downstream use of AI (e.g., search, payments, social media) has underpinned much of the recent progress in AI and who also provide the necessary upstream computing power provision (Cloud and Edge). These firms dominate top academic institutions in AI research, further strengthening their position. We find that AI is adopted by and benefits the small percentage of firms that can both digitize and access high-quality data. We consider how the AI sector has evolved differently in the three key geographies—China, the United States, and the European Union—and note that a handful of firms are building global AI ecosystems. Our contribution is to showcase the evolution of evolutionary thinking with AI as a case study: we show the shift from national/sectoral systems to triple-helix/innovation ecosystems and digital platforms. We conclude with the implications of such a broad evolutionary account for theory and practice.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43718990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 30

Raising the Bar: Values-Driven Niche Creation in U.S. Bean-to-Bar Chocolate 提高标准：价值观驱动的美国小生境创造豆到条巧克力

IF 3.9

Strategy Science Pub Date : 2021-09-16 DOI: 10.1287/stsc.2021.0147

J. Woolley, Jo-Ellen Pozner, Michaela DeSoucey

{"title":"Raising the Bar: Values-Driven Niche Creation in U.S. Bean-to-Bar Chocolate","authors":"J. Woolley, Jo-Ellen Pozner, Michaela DeSoucey","doi":"10.1287/stsc.2021.0147","DOIUrl":"https://doi.org/10.1287/stsc.2021.0147","url":null,"abstract":"We examine how entrepreneurs might build a viable, values-driven niche. Extant templates for niche creation typically employed in moral markets depend on instrumentally rational logics that privilege economic ends such as profitability and efficiency. Entrepreneurs seeking to construct a nascent niche whose purpose and objectives include the amelioration of social ills, however, may find such templates inadequate. Using the emergence of the U.S. bean-to-bar chocolate niche, through which entrepreneurs attempt to address the social and environmental shortcomings of conventional chocolate production, we demonstrate that constructing an alternative model for niche creation is feasible. Most bean-to-bar entrepreneurs deliberately opted out of extant private regulation initiatives, developing instead alternative encompassing, values-driven sourcing and cooperative relationships, which we term collaborative governance. This is enacted throughout the niche by promoting shared values, best practices, and transparency and is supported by strategic meaning-making work to cultivate customers. Together, these three values-driven strategies form a novel template of niche creation based not on cognitive repositioning or exploiting exogenous change within existing structures and institutions, but on a reconceptualization of how markets might work to support the implementation of nonmarket goals. Based on our mixed-methods analysis, we find that, instead of hoping to accomplish nonmarket goals through established market structures, entrepreneurs built a niche centered on the achievement of specific social goals. Our findings suggest that to understand the strategies supporting emergent socially oriented markets, researchers must explore the intersections of values, entrepreneurial motivations, and operational complexities.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46895210","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

Editorial Board 编辑委员会

IF 3.9

Strategy Science Pub Date : 2021-09-01 DOI: 10.1287/stsc.2021.eb.v6n3

引用次数: 0

The Evolutionary Nature of Breakthrough Innovation: An Empirical Investigation of Firm Search Strategies 突破性创新的进化本质:企业搜索策略的实证研究

IF 3.9

Strategy Science Pub Date : 2021-08-18 DOI: 10.1287/stsc.2021.0134

Dominika Kinga Randle, G. Pisano

{"title":"The Evolutionary Nature of Breakthrough Innovation: An Empirical Investigation of Firm Search Strategies","authors":"Dominika Kinga Randle, G. Pisano","doi":"10.1287/stsc.2021.0134","DOIUrl":"https://doi.org/10.1287/stsc.2021.0134","url":null,"abstract":"Breakthrough innovation has been an important topic of study for generations of scholars. Previous research in this domain has focused on exploring the way breakthroughs emerge from cumulative combination and recombination of prior technologies and knowledge components across vast numbers of firms and inventors. However, far less understood are the internal firm-level processes that give rise to breakthrough inventions. How do firms search for and select technologies with which to innovate? Could the trajectory of this search process itself play a role in influencing the likelihood that a developed invention will be a breakthrough? We ask these questions in our research. Our analysis examines three decades of innovation histories of over two and a half thousand firms. Longitudinal firm-level data and a novel measure of search (technological focal proximity) enable us to characterize corporate activity at a detailed level and to examine search strategies that led to breakthrough innovations as well as those that did not. Contrary to the established consensus that breakthroughs are associated with explorative search and less impactful inventions emerge through exploitation, our firm-centric approach reveals that breakthroughs develop from a search process that evolves in phases and involves both exploration (initially) and exploitation (subsequently). In the early phases, firms that successfully develop breakthrough inventions explore unfamiliar terrain. However, as the process unfolds, they progressively shift their search strategies to exploitation of accumulated knowledge. Our findings call into question the strong dichotomy between exploration and exploitation that has played such a prominent role in theories about the origins of breakthrough innovation.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2021-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46560497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 7

From Arms to Trees: Opportunity Costs and Path Dependence and the Exploration-Exploitation Tradeoff 从武器到树木:机会成本、路径依赖和探索-开发的权衡

IF 3.9

Strategy Science Pub Date : 2021-08-17 DOI: 10.1287/stsc.2021.0143

Daniel A. Levinthal

{"title":"From Arms to Trees: Opportunity Costs and Path Dependence and the Exploration-Exploitation Tradeoff","authors":"Daniel A. Levinthal","doi":"10.1287/stsc.2021.0143","DOIUrl":"https://doi.org/10.1287/stsc.2021.0143","url":null,"abstract":"The literature on the exploration-exploitation tradeoff has anchored on the n-armed bandit problem as its canonical formal representation. This structure, however, omits a fundamental property of evolutionary dynamics. Contrary to a bandit formulation, foregoing an opportunity may negate the possibility of engaging in that opportunity in the future, not just modifying the beliefs about the attractiveness of engaging in that opportunity. Thus, the bandit structure only incorporates path dependence with respect to beliefs and not with regard to capabilities as our usual conceptions of dynamics of learning and capabilities would suggest. Furthermore, the consideration of opportunity cost is rather static and does not address the dynamic unfolding of opportunity structures. The nature of path dependence and opportunity costs are used to frame many of our existing conceptualizations of search processes and firm dynamics, including bandit models, real options, pivoting, the “secretary problem,” and “island” models of firm diversification. The discussion points to the need to develop canonical models of what evolutionary biologists’ term phylogenetic trees and opens up a set of new questions, such as what is the degree of parallelism of trajectories that is possible within an organization, what is the fecundity of different trajectories in terms of likelihood of branching possibilities arising, and how are these latent branching opportunities accessed?","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46885467","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 4

What Enables a Chinese Firm to Create New-to-the-World Innovations? A Historical Case Study of Intrafirm Coopetition in the Instant Messaging Service Sector 是什么让中国企业能够创造出面向世界的创新?即时通讯服务行业企业内部竞争的历史案例研究

IF 3.9

Strategy Science Pub Date : 2021-08-17 DOI: 10.1287/stsc.2021.0142

J. Murmann, Zhijing Zhu

{"title":"What Enables a Chinese Firm to Create New-to-the-World Innovations? A Historical Case Study of Intrafirm Coopetition in the Instant Messaging Service Sector","authors":"J. Murmann, Zhijing Zhu","doi":"10.1287/stsc.2021.0142","DOIUrl":"https://doi.org/10.1287/stsc.2021.0142","url":null,"abstract":"Chinese firms have been widely seen as imitative. This historical case study explores what organizational mechanisms allowed Tencent, a Chinese firm in the fast-changing instant messaging (IM) service sector, to achieve a new-to-the-world innovation with its WeChat smartphone app. Tracing the competitive dynamics in the Chinese IM sector from its inception, we found that Tencent was able to create the innovative WeChat product through a crisis-induced intrafirm coopetition dynamic that was embedded in variation-selection-retention evolutionary processes spanning the market, the firm, and the business unit levels. Building on the intrafirm coopetition and evolutionary literatures, the paper shows that three business units simultaneously competed and cooperated in developing alternative IM products while being exposed to market selection for survival. The coopetition dynamic took place in three key areas: technology, product promotion, and complementary assets of suppliers. The relative balance between competition and cooperation changed over time, and top management guidance and firm-level routines were essential in managing the challenges of coopetition within the firm.","PeriodicalId":45295,"journal":{"name":"Strategy Science","volume":" ","pages":""},"PeriodicalIF":3.9,"publicationDate":"2021-08-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47226863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 10

Hierarchies, Knowledge, and Power Inside Organizations 组织内部的等级制度、知识和权力

IF 3.9

Strategy Science Pub Date : 2021-08-16 DOI: 10.1287/stsc.2021.0136

G. Dosi, L. Marengo, M. Virgillito

引用次数: 4