Includes bibliographies and index
Hardcopy
This article examines rewards to product introduction by new ventures. The authors argue that the new ventures that gain the most from innovation are those that adopt strategies that give them legitimacy in the eyes of stakeholders. New ventures can gain legitimacy by creating associations with established entities; such associations can be internal or external to the firm. The authors test the…
The current literature presents a mixed view of top managers, often characterizing them as an impediment to innovation, irrelevant for innovation, or, at best, having an indirect effect on innovation. In contrast, the authors use an attentional perspective to argue that chief executive officers (CEOs) have a positive, direct, and long-term impact on how firms detect, develop, and deploy new tec…
In the 2004 alone, there were more than 30,000 acquisitions worldwide, worth an estimated $1.35 trillion. The conclusion of decades of academic research is that the average acquisition leaves the acquiring firm worse off financially than before. However, not all acquisitions are bad for shareholders; averages conceal winners and losers. In this article, Sorescu, Chandy, and Frabhu highlight a f…
Are firms laggards or leaders at innovation? The answers to this question are conflicting and controversial. In an attempt to resolve conflicting answers to this question, the authors argue that dominance is a multifaceted construct in which individual facets result in differing (and countervailing) propensities to innovate. To identify the overall effects of dominance, it is necessary to consi…
Radical innovations are engines of economic growth and the focus of much academic and practitioner interest, yet some fundamental questions remain unanswered. The authors use theoretical arguments on the risk associated with radical innovations, and the resources needed for them, to answer the following questions on the sources and financial consequences of radical innovation: (1) Who introduce…
Do acquisitions increase, decrease, or have no effect on innovation? The empirical research on this question suggests that acquisitions may hurt innovation; that is, they may be a "poison pill" for innovation. The authors present an alternative view. For firms that first engage in internal knowledge development, the knowledge-based view the authors present suggests that acquisitions can help in…