VALUE CREATION IN INNOVATION ECOSYSTEMS: HOW THE STRUCTURE OF TECHNOLOGICAL INTERDEPENDENCE AFFECTS FIRM PERFORMANCE IN NEW TECHNOLOGY GENERATIONS
VALUE CREATION IN INNOVATION ECOSYSTEMS: HOW THE STRUCTURE OF TECHNOLOGICAL INTERDEPENDENCE AFFECTS FIRM PERFORMANCE IN NEW TECHNOLOGY GENERATIONS
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DOI：
10.1002/smj.821
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发表时间：
2010-03-01
影响因子：
8.3
通讯作者：
Kapoor, Rahul
中科院分区：
文献类型：
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作者：
Adner, Ron;Kapoor, Rahul
一个创新企业的成功往往取决于其环境中其他创新者的努力。外部创新者面临的挑战如何影响焦点公司的成果？为了解决这个问题，我们首先根据相互依存的结构来描述外部环境。我们遵循生态系统中的输入和输出流，以区分由焦点公司处理的上游组件和由公司客户捆绑的下游补充。我们假设，外部创新挑战的影响不仅取决于它们的规模，而且还取决于它们在生态系统中相对于焦点公司的位置。我们确定了一个关键的不对称性，结果从位置的挑战相对于一个焦点公司更大的上游创新的挑战，组件增强的好处，应计技术领导者，而更大的下游创新的挑战，补充侵蚀这些好处。我们进一步提出，垂直整合作为一种管理生态系统相互依赖性的战略，其有效性在技术生命周期的过程中不断提高。我在全球半导体光刻设备行业的背景下探讨这些论点，从1962年到2005年，跨越了九个不同的技术时代。我们发现强有力的经验支持我们的框架。版权所有（C）2009约翰威利父子有限公司
The success of an innovating firm often depends on the efforts of other innovators in its environment. How do the challenges faced by external innovators affect the focal firm's outcomes? To address this question we first characterize the external environment according to the structure Of interdependence. We follow the flow of inputs and outputs in the ecosystem to distinguish between upstream components that tire handled by the focal firm, and downstream complements that are bundled by the firm's customers. We hypothesize that the effects of external innovation challenges depend not only on their magnitude, but also 017 their location in the ecosystem relative to the focal firm. We identify a key asymmetry that results from the location of challenges relative to a focal firm-greater upstream innovation challenges in components enhance the benefits that accrue to technology leaders, while greater downstream innovation challenges in complements erode these benefits. We,further propose that the effectiveness of vertical integration as a strategy to manage ecosystem interdependence increases over the course of the technology life cycle. Me explore these arguments in the context of the global semiconductor lithography equipment industry from its emergence in 1962 to 2005 across nine distinct technology generations. We find strong empirical support for our framework. Copyright (C) 2009 John Wiley & Sons, Ltd.