This document summarizes Cozzolino & Rothaermel's model of competition and cooperation after technological change. The model integrates different types of technological discontinuities (core knowledge vs complementary assets) with appropriability regimes. It predicts that following core knowledge discontinuities, incumbents will ally with entrants in strong appropriability regimes but acquire entrants in weak regimes. For complementary asset discontinuities, incumbents will cooperate with each other rather than entrants. Over time, cooperation between incumbents and entrants becomes less stable, with players integrating vertically.
The presentation regards an academic paper about the strategic relationships between incumbents and new entrants when it comes to technological discontinuities in the industry.
This PDF details the things that make a company drive innovation by listing the nature and necessary ingredients on innovation for a capital rich to an entrepreneurial setup.
This survey seeks to understand some of the key priorities for manufacturers as well as their strategies for growth, specifically with respect to capabilities, physical resources and human capital.
The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
This presentation by Chiara Criscuolo, Head of Division Productivity Innovation and Entrepreneurship Division, Science Technology, and Innovation Directorate, was made during the discussion “The Relationship between Competition and Innovation” held at the 140th meeting of the OECD Competition Committee on the 14th of June 2023. More papers and presentations on the topic can be found out at oe.cd/rbci.
This presentation was uploaded with the author’s consent.
Merger Evaluation Framework for StakeholdersBill Kohnen
A Non Financially driven framework for stakeholders to evaluate the impact and benefits of a proposed merger. Includes detailed scoring model and illustration of use by looking at proposed merger of Applied Materials and Tokyo Electron
Industrial Revolution 4 Viewpoint. How it might affect SME competitiveness and ways to Overcome it.
Coursework for the International Business Consultancy Module at Oxford Brookes University.
Where lies the Innovator's Advantage in strategic sourcing?Stefan
Traditional operational and supply chain operations are often driven by speed, efficiency and cost reductions for large businesses to thrive on operations leverage. Products or services provided by suppliers and contract manufacturers are frequently normalized in prices and benchmarked against commodity prices. Sourcing/ purchasing functions often strive to engage and develop meaningful relationships with tried, tested and proven suppliers to meet the matching drivers of supply chain operations. Sourcing thrives on generating competitiveness amongst suppliers that enables the strategic negotiation of price- value reductions; the larger the pool of matching suppliers, the better the bargaining power of sourcing.
However, with increasing labor and wage costs of manufacturing in domestic markets, many suppliers of traditionally manufactured products have relocated their manufacturing operations to China to keep operating margins low. A shift in the competitive architecture is recommended for sourcing operations to access new areas of innovation. Exploratory frameworks for synthesizing innovation through suppliers include (1) Core-competence and R&D networks of the outsource supplier (2) Enabling design centricity of supplier’s products to target consumer profiles (3) Suppliers with new materials/ methods wanting to break into local markets, with a potential disruptive impact.
JOURNAL OF INFORMATION TECHNOLOGY THEORY AND APPLICATION.docxcroysierkathey
JOURNAL OF INFORMATION TECHNOLOGY
THEORY AND APPLICATION
ISSN: 1532-3416
Volume 17 Issue 2 Paper 2 pp. 5 – 21 July 2016
How to Structure Business Transformation Projects:
The Case of Infineon’s Finance IT Roadmap
Maximilian Röglinger
FIM Research Center, University of Bayreuth
[email protected]
Manuel Bolsinger
FIM Research Center, University of Augsburg, Germany
Björn Häckel
FIM Research Center, University of Augsburg, Germany
Matthias Walter
FIM Research Center, University of Augsburg, Germany
Abstract:
Although project management, benefits management, change management, and transformation management are
everyday terms in many organizations, projects still experience high failure rates. Business transformation projects in
particular are prone to fail because they affect multiple enterprise architecture layers, involve many stakeholders, last
several years, and tie up considerable amounts of corporate capital. To handle their complexity, scholars recommend
structuring business transformation projects into portfolios of interdependent, yet smaller and, thus, manageable
projects. So far, little guidance on how to do so exists. To share first-hand experience and stimulate research, we
present and reflect on a project conducted with Infineon Technologies in which we co-developed Infineon’s finance IT
roadmap. The finance IT roadmap served as the foundation for transforming Infineon’s finance IT setup to tackle
future challenges of financial management in the semiconductor industry from an integrated business, process, and IT
perspective.
Keywords: Business Transformation Management, Enterprise Architecture, Finance IT Setup, Project
Decomposition, Project Portfolio Management, Semiconductor Industry.
Jan vom Brocke was the Senior Editor for this paper.
6 How to Structure Business Transformation Projects: The Case of Infineon’s Finance IT Roadmap
Volume 17 Issue 2 Paper 2
1 Introduction
Business transformation is about fundamental change (Rouse, 2005). Centering around the orchestrated
redesign of an organization’s genetic architecture, business transformation projects involve many
stakeholder groups, affect multiple layers of the enterprise architecture, last several years, and tie up
considerable amounts of corporate capital (Abraham, Aier, & Winter, 2015; Morgan & Page, 2008;
Safrudin, Rosemann, Recker, & Genrich, 2014). Moreover, despite their enormous potential impact on
corporate success, business transformation projects are prone to fail (Dehning, Richardson, & Zmud,
2003; Nelson & Morris, 2014). For instance, The Standish Group (2013) classifies 38 percent of large-
scale projects (i.e., projects with a labor content greater than US$10 million) as failures.
Against this backdrop, researchers have investigated business transformation from different angles for
years. From a descriptive perspective, Safrudin et al. (2014) crafted a typology of business transformat ...
THE JAPANESE TRANSFORMER INDUSTRY A CASE STUDY OF ITS COMPETITIVENESSijcsit
Transformers are one type of magnetic component used in relevant structures like power Switch supplies. Transformers are the necessary parts in all products involving electricity, for the alteration of current voltage during the processes of power generation, transformation, transmission and distribution .Relevant discussions in Japan concerning transformers have centered on power industries and power systems. Transformers for household and business use are mostly categorized under electronics-related industry, one of the ten major consumer electronics industries (most of the mare middle and small-sized firms).Relevant literatures primarily focus on the study of related technology, with little attention paid to the competitive edge and future prospects of transformer-related industries. Case studies indicate that Japanese enterprises are disappointed with the governmental efforts and assistance directed to the improvement of existing technologies. As the executive director of one of the transformer associations in Japan pointed out, no advancement has been shown in this technology for nearly the last 20years.Most companies can improve themselves only in reaction to errors; the lack of specialized knowledge derived from research strongly decreases the industry's progressive power and postpones its development. Japan has lagged considerably behind Europe and the US in this aspect. The transformer companies in Japan will have great difficulty in cultural and language communication if they invest in foreign countries. In this study, experts and scholars in the fields of industry, government and academia are interviewed. Questionnaires are issued to the object companies and a comparative case study is conducted to analyze the influencing factors on the competitive edge and strategies in Japan in the hope that an effective reference for improving industrial competitiveness can be available for the government and the companies
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The presentation regards an academic paper about the strategic relationships between incumbents and new entrants when it comes to technological discontinuities in the industry.
This PDF details the things that make a company drive innovation by listing the nature and necessary ingredients on innovation for a capital rich to an entrepreneurial setup.
This survey seeks to understand some of the key priorities for manufacturers as well as their strategies for growth, specifically with respect to capabilities, physical resources and human capital.
The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
This presentation by Chiara Criscuolo, Head of Division Productivity Innovation and Entrepreneurship Division, Science Technology, and Innovation Directorate, was made during the discussion “The Relationship between Competition and Innovation” held at the 140th meeting of the OECD Competition Committee on the 14th of June 2023. More papers and presentations on the topic can be found out at oe.cd/rbci.
This presentation was uploaded with the author’s consent.
Merger Evaluation Framework for StakeholdersBill Kohnen
A Non Financially driven framework for stakeholders to evaluate the impact and benefits of a proposed merger. Includes detailed scoring model and illustration of use by looking at proposed merger of Applied Materials and Tokyo Electron
Industrial Revolution 4 Viewpoint. How it might affect SME competitiveness and ways to Overcome it.
Coursework for the International Business Consultancy Module at Oxford Brookes University.
Where lies the Innovator's Advantage in strategic sourcing?Stefan
Traditional operational and supply chain operations are often driven by speed, efficiency and cost reductions for large businesses to thrive on operations leverage. Products or services provided by suppliers and contract manufacturers are frequently normalized in prices and benchmarked against commodity prices. Sourcing/ purchasing functions often strive to engage and develop meaningful relationships with tried, tested and proven suppliers to meet the matching drivers of supply chain operations. Sourcing thrives on generating competitiveness amongst suppliers that enables the strategic negotiation of price- value reductions; the larger the pool of matching suppliers, the better the bargaining power of sourcing.
However, with increasing labor and wage costs of manufacturing in domestic markets, many suppliers of traditionally manufactured products have relocated their manufacturing operations to China to keep operating margins low. A shift in the competitive architecture is recommended for sourcing operations to access new areas of innovation. Exploratory frameworks for synthesizing innovation through suppliers include (1) Core-competence and R&D networks of the outsource supplier (2) Enabling design centricity of supplier’s products to target consumer profiles (3) Suppliers with new materials/ methods wanting to break into local markets, with a potential disruptive impact.
JOURNAL OF INFORMATION TECHNOLOGY THEORY AND APPLICATION.docxcroysierkathey
JOURNAL OF INFORMATION TECHNOLOGY
THEORY AND APPLICATION
ISSN: 1532-3416
Volume 17 Issue 2 Paper 2 pp. 5 – 21 July 2016
How to Structure Business Transformation Projects:
The Case of Infineon’s Finance IT Roadmap
Maximilian Röglinger
FIM Research Center, University of Bayreuth
[email protected]
Manuel Bolsinger
FIM Research Center, University of Augsburg, Germany
Björn Häckel
FIM Research Center, University of Augsburg, Germany
Matthias Walter
FIM Research Center, University of Augsburg, Germany
Abstract:
Although project management, benefits management, change management, and transformation management are
everyday terms in many organizations, projects still experience high failure rates. Business transformation projects in
particular are prone to fail because they affect multiple enterprise architecture layers, involve many stakeholders, last
several years, and tie up considerable amounts of corporate capital. To handle their complexity, scholars recommend
structuring business transformation projects into portfolios of interdependent, yet smaller and, thus, manageable
projects. So far, little guidance on how to do so exists. To share first-hand experience and stimulate research, we
present and reflect on a project conducted with Infineon Technologies in which we co-developed Infineon’s finance IT
roadmap. The finance IT roadmap served as the foundation for transforming Infineon’s finance IT setup to tackle
future challenges of financial management in the semiconductor industry from an integrated business, process, and IT
perspective.
Keywords: Business Transformation Management, Enterprise Architecture, Finance IT Setup, Project
Decomposition, Project Portfolio Management, Semiconductor Industry.
Jan vom Brocke was the Senior Editor for this paper.
6 How to Structure Business Transformation Projects: The Case of Infineon’s Finance IT Roadmap
Volume 17 Issue 2 Paper 2
1 Introduction
Business transformation is about fundamental change (Rouse, 2005). Centering around the orchestrated
redesign of an organization’s genetic architecture, business transformation projects involve many
stakeholder groups, affect multiple layers of the enterprise architecture, last several years, and tie up
considerable amounts of corporate capital (Abraham, Aier, & Winter, 2015; Morgan & Page, 2008;
Safrudin, Rosemann, Recker, & Genrich, 2014). Moreover, despite their enormous potential impact on
corporate success, business transformation projects are prone to fail (Dehning, Richardson, & Zmud,
2003; Nelson & Morris, 2014). For instance, The Standish Group (2013) classifies 38 percent of large-
scale projects (i.e., projects with a labor content greater than US$10 million) as failures.
Against this backdrop, researchers have investigated business transformation from different angles for
years. From a descriptive perspective, Safrudin et al. (2014) crafted a typology of business transformat ...
THE JAPANESE TRANSFORMER INDUSTRY A CASE STUDY OF ITS COMPETITIVENESSijcsit
Transformers are one type of magnetic component used in relevant structures like power Switch supplies. Transformers are the necessary parts in all products involving electricity, for the alteration of current voltage during the processes of power generation, transformation, transmission and distribution .Relevant discussions in Japan concerning transformers have centered on power industries and power systems. Transformers for household and business use are mostly categorized under electronics-related industry, one of the ten major consumer electronics industries (most of the mare middle and small-sized firms).Relevant literatures primarily focus on the study of related technology, with little attention paid to the competitive edge and future prospects of transformer-related industries. Case studies indicate that Japanese enterprises are disappointed with the governmental efforts and assistance directed to the improvement of existing technologies. As the executive director of one of the transformer associations in Japan pointed out, no advancement has been shown in this technology for nearly the last 20years.Most companies can improve themselves only in reaction to errors; the lack of specialized knowledge derived from research strongly decreases the industry's progressive power and postpones its development. Japan has lagged considerably behind Europe and the US in this aspect. The transformer companies in Japan will have great difficulty in cultural and language communication if they invest in foreign countries. In this study, experts and scholars in the fields of industry, government and academia are interviewed. Questionnaires are issued to the object companies and a comparative case study is conducted to analyze the influencing factors on the competitive edge and strategies in Japan in the hope that an effective reference for improving industrial competitiveness can be available for the government and the companies
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Model of Competition & Cooperation to adapt after Technological Disruptive Changes (Cozzolino and Rothaermel)
1. MODEL OF COMPETITION AND COOPERATION
AFTER TECHNOLOGICAL CHANGE
(COZZOLINO & ROTHAERMEL’S MODEL)
High-Level considerations prepared by Dr. Keith Sunderland
during the MSc at UCD Smurfit Graduate Business School
12.04.18
Cozzolino A., Rothaermel, F. T. (2018) 'Discontinuities, competition, and cooperation: Coopetitive dynamics
between incumbents and entrants'. Strategic Management Journal, 39 :1-33
https://doi.org/10.1002/smj.2776
2. Main Points (1)
• Research Basis
An integrative model in which distinct types of technological discontinuities
(core-knowledge vs. complementary-asset) are combined with different
appropriability regimes
o Core knowledge
Strong appropriability regime – incumbents ally with entrants
Weak appropriability regime – incumbents are likely to acquire entrants
Slide 1
Cozzolino & Rothaermel (2018)
3. Main Points (1)
• Research Basis
An integrative model in which distinct types of technological discontinuities
(core-knowledge vs. complementary-asset) are combined with different
appropriability regimes
o Core knowledge
Strong appropriability regime – incumbents ally with entrants
Weak appropriability regime – incumbents are likely to acquire entrants
Prior literature focuses (mostly) on core-
knowledge discontinuities and highlighted
strategic alliances formed between incumbents
and new entrants (e.g. Rothaermel, 2001)
Slide 1
Cozzolino & Rothaermel (2018)
4. Main Points (1)
• Research Basis
An integrative model in which distinct types of technological discontinuities
(core-knowledge vs. complementary-asset) are combined with different
appropriability regimes
o Core knowledge
Strong appropriability regime – incumbents ally with entrants
Weak appropriability regime – incumbents are likely to acquire entrants
o Complementary-asset
While incumbents tend to cooperate amongst themselves following
complementary-asset discontinuities
• Further consideration in respect to appropriability regime…
Slide 1
Cozzolino & Rothaermel (2018)
5. Main Points (2)
• Advancements presented in this paper
• Novel predictions in the case of complementary asset discontinuities –
o Technological changes that do not devalue incumbent’s upstream core knowledge, but
rather their downstream complementary assets in manufacturing and distribution
• The paper posits that in the aftermath of this distinct technological change,
incumbents are more likely cooperate amongst themselves (horizontal
cooperative arrangements) rather than with new entrants
• A more holistic model of coopetive dynamics between incumbents and
entrants following different types of technological change
o How - the type of technological discontinuity and the affects the coopetive (industrial)
dynamics?
o When – (tech. discontinuity) induce cooperation between incumbents and incumbents;
cooperation between incumbents
o Why – firms compete and/or cooperate
Slide 2
Cozzolino & Rothaermel (2018)
6. Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 3Industry-level dynamics of competition/cooperation following core-knowledge/complementary-asset discontinuitiesCozzolino & Rothaermel (2018)
7. QI Steady-state competition
o Any new entrant is based on
incremental improvements in old-
line existing tech
QII Schumpeterian competition
o A technological discontinuity that not
only devalues the incumbent’s core
knowledge – but also makes their
specialised complementary assets
irrelevant
Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 3
Cozzolino & Rothaermel (2018)
8. QI Steady-state competition
o Any new entrant is based on
incremental improvements in old-line
existing tech
QII Schumpeterian competition
o A technological discontinuity that not
only devalues the incumbent’s core
knowledge – but also makes their
specialised complementary assets
irrelevant
Value Chain
Downstream entrants have the
opportunity to set new standard for
distribution.
Upstream entrants can establish new
competitive positions imposing new
dominant designs for products
Incumbents and entrants
compete fiercely against
and among each other.
Few opportunities to
cooperate for incumbents
as their upstream
knowledge and
downstream assets are
destroyed
Few reasons to cooperate
as incumbents do not
have valuable
assets/competences to
protect.
Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 3
Cozzolino & Rothaermel (2018)
10. • Interplay of competition and
cooperation
o QIII refers to the response of
incumbents to a core-knowledge
discontinuity (e.g. Rothaermel,
2001)
• Interfirm cooperation is the
preferred strategic response…
What about the influence of the
Appropriability regine?
Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 4
Cozzolino & Rothaermel (2018)
12. QIIIa Core-knowledge discontinuity under a
strong appropriability regime
• the benefits to incumbent-new entrant alliances
outweigh their costs
Incumbents are more likely to form
strategic alliances with upstream entrants
introducing the new core tech rather than
with other incumbents
Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 5
Cozzolino & Rothaermel (2018)
13. QIIIa Core-knowledge discontinuity under a
weak appropriability regime
• New entrants exposed to imitation (e.g. EMI - CT
scanner)
• With a low appropriability regime,
Incumbents are more likely to acquire
upstream entrants and introduce the new
core tech. (rather than cooperate with
them)
Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
Slide 5
Cozzolino & Rothaermel (2018)
16. Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
• Entrants are downstream –
introducing new complementary
assets
• Incumbents
o do not have an incentive to
cooperate with downstream
entrants
o are unlikely to develop new
specialised downstream
assets in isolation
With entrants emerging as
platform leaders, an
incumbent in isolation is
unlikely to exploit externalities
to develop effective standards
Slide 6
… opposite to QII … incumbents lack
the new upstream core knowledge
(and entrants lack the specialised
downstream) Cozzolino & Rothaermel (2018)
17. Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
• Entrants are downstream –
introducing new complementary
assets
• Incumbents
o do not have an incentive to
cooperate with downstream
entrants
o are unlikely to develop new
specialised downstream
assets in isolation
o are therefore more likely to
respond by cooperating
amongst themselves to
address the common threat
Slide 6
Cozzolino & Rothaermel (2018)
19. Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
• Incumbents possessing upstream core
knowledge have little incentive to cooperate
with down stream entrants; cooperation
amongst themselves instead…
Incumbents are more likely to form
strategic alliances with other incumbents
rather than with downstream entrants
Slide 7
Cozzolino & Rothaermel (2018)
20. Integration:
Tech. Discontinuity / Complementary Asset Discontinuity
• Likely a hybrid dynamic of competition and
competition
o Bargaining power
o Resource dependency and exposure to
technological uncertainties
Incumbents are more likely to form alliances
with other incumbents and also cooperate
with downstream entrants introducing the
new complementary asset(s) Slide 7
Cozzolino & Rothaermel (2018)
21. Firm-level heterogeneity
• Firm status
• High-status incumbents
o“… status of the former organisation [the high status incumbent] can decline
by transferring to the latter [the low-status partner]” (Podolny, 1993)
oWhen both incumbents are of high status:
Synergies creating learning opportunities
Cost and risk sharing benefits
Mutual recognition in the market for being part of a select group – signalling
differentiated product value to potential buyers
High-status incumbents are more likely to form strategic alliances with other
high-status incumbents (rather than with high status downstream entrants)
Slide 8
Cozzolino & Rothaermel (2018)
22. Firm-level heterogeneity
• Low-status incumbents
oFrequently underperforming and are therefore more likely to take a risk of
partnering with unfamiliar firms
Low-status incumbent & high-status (downstream) entrant)
• The low-status incumbent could technologically leap-frog high-status incumbents
• Could increase the perceived standing of the low-status incumbent
Low-status incumbents are more likely to form strategic alliances with a high-
status downstream entrant (rather than with high status incumbents)
Slide 8
Cozzolino & Rothaermel (2018)
23. Time dynamics & cooperative equilibria
• Following core-knowledge discontinuities
• Cooperative equilibrium between incumbents and entrants becomes less
stable as time progresses
• Incumbents and Entrants strive for vertical integration over time – in order to
enhance value capture
Incumbents are more likely to backwardly integrate by developing new core
technology
New entrants are more likely to forwardly integrate by building downstream
complementary-assets
Slide 9
Cozzolino & Rothaermel (2018)
24. Time dynamics & cooperative equilibria
• Following complementary-asset discontinuities
• A downstream entrant eventually succeeds in establishing a dominant
platform
• Why? - New entrants, in this regard
• do not have to worry about cannibalising existing business
• are not bothered by the difficulties of implementing architectural innovations
that span upstream core knowledge and downstream distribution
• Are producer neutral … likely to benefit from greater network externalities
(Over time) If a downstream entrant emerges as a platform leader, the
incumbents are more likely to enter strategic alliances with the platform
leader
(Over time) If incumbents succeed in jointly developing new complementary
assets, downstream entrants are likely to backwardly integrate [e.g. Netflix]
Slide 9
Cozzolino & Rothaermel (2018)
25. Paper - Takeaways
• An integrative technological
discontinuity model (core-
knowledge vs. complementary-
asset) combining different
appropriability regimes
• The type of technological
discontinuity and the strength of
the appropriability regime are
important antecedents in the
context of competition and
cooperation
Slide 10
• Firm-level variance (post
discontinuity time period) and
time dynamics as additional
dimensions of the conceptual
model
• Firm-level heterogeneity and the
role of status
• The reaction of incumbents and
entrants as time elapses after a
complementary-asset-
discontinuity
Cozzolino & Rothaermel (2018)
Editor's Notes
Dynamics and Incumbents’ Response
• Incumbents and entrants compete fiercely against and among each other.
Quadrant III:
Interplay of competition and cooperation
QIII refers to the response of incumbents to a core-knowledge discontinuity (e.g. Rothaermel 2001)
QIII Core knowledge discontinuity
Depicting an environment in which a discontinuity devalues incumbents’ upstream core knowledge – while downstream complementary assets continue to be required
Upstream entrants lack the required specialised complementary assets to commercialise innovation
Interfirm cooperation is a preferred strategic response
Incumbents have an incentive to access upstream entrants’ new core knowledge wile entrants have an incentive to access downstream complementary assets
However – it is important to distinguish further between strong and weak appropriability regimes in this regard…
The figure above (Figure 2 in the paper) allows a consideration of the appropriability aspects of the core knowledge and complementary-asset discontinuities under strong/weak appropriation regimes
Teece (1986) suggested that the appropriability regimes are representative of the environmental factors that govern an innovator’s ability to capture profits generated by an innovation.
Note –
All the major old-line pharmaceutical companies engage in internal R&D – to discover, develop and commercialise new biotech compounds
Most successful biotech firms are now fully vertically integrated – stand-alone pharma
Two dimensions:
Part1 –
The type of technological discontinuity and the strength of the appropriability regime are important antecedents in the context of competition and cooperation
Part 2 -
Firm-level variance and time dynamics as additional dimensions of the conceptual model
Status in alliance formation (e.g. Podolny, 1993
Stability in the cooperative equilibrium
Limitations -
Empirical research is needed to test the concepts presented – possible that additional boundary conditions are required to further refine some of the predictions
Types of complementary assets considered are limited to radical changes in manufacturing and distribution. The research conld be extended to include brand or reputation.