期刊
ORGANIZATION SCIENCE
卷 32, 期 5, 页码 1346-1370出版社
INFORMS
DOI: 10.1287/orsc.2021.1430
关键词
competitor perceptions; competition networks; competitive dynamics; product introductions
类别
资金
- Stanford Technology Ventures Program
- National Science Foundation Graduate Research Fellowship
- National Science Foundation [1305078]
- Directorate For Engineering [1305078] Funding Source: National Science Foundation
- Div Of Industrial Innovation & Partnersh [1305078] Funding Source: National Science Foundation
This study examines the relationship between a firm's positioning in competition networks and its product innovation. The findings suggest that firms benefit when they have a unique perspective on competition compared to their rivals. Factors such as spanning structural holes in the network and perceiving peripheral firms as competitors are positively associated with innovation.
How a firm views its competitors affects its performance. We extend the networks literature to examine how a firm's positioning in competition networks-networks of perceived competitive relations between firms-relates to a significant organizational outcome, namely, product innovation. We find that when firms position themselves in ways that allow them to see differently than rivals, new product ideas emerge. Simply put, firms with an unusual view of competition are more innovative. We situate our analysis in the U.S. enterprise infrastructure software industry, examining the relationship between the firm's position in competition networks and its innovation over the period of 1995-2012. Using both archival and in-depth field data, we find that two factors-the focal firm's spanning of structural holes in the network and the perception of peripheral firms as competitors-are positively associated with its product innovation. At the same time, turnover in firms perceived as competitors has an unexpected negative association with innovation. Overall, the findings suggest that firms benefit when they see the competitive landscape differently than their competitors. The findings also show that what we know about innovation-enhancing positioning in collaboration networks does not necessarily hold in competition networks.
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