Browsing by Author "Ortt, J. R."

Now showing 1 - 4 of 4

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Cooperating with technologically (dis)similar alliance partners: the influence of the technology life cycle and the impact on innovative and market performance
(Taylor & Francis, 2015) Stolwijk, C. C. M.; den Hartigh, Erik; Vanhaverbeke, W. P. M.; Ortt, J. R.; Beers, C. van; Entrepreneurship; HARTIGH, Erık Den
In this paper, we investigate the cooperative relationships of innovating firms with (dis)similar partners during the technology life cycle. We test the impact of such cooperative relationships on the innovative and market performance of these firms. To do so, we use a sample of 83 Application Specific Integrated Circuit firms over the period 1986–2005. We find that working with partners that are technologically similar improves innovative and market performance early on in the technology life cycle. Working with partners that are technologically dissimilar improves innovative and market performance later on in the technology life cycle. These results indicate that innovating firms have to change their partnership from technologically similar towards technologically dissimilar over the technology life cycle.
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The effect of internal and external technology sourcing on firm performance throughout the technology life cycle
(Informa Group Company, 2012) Stolwijk, C. C. M.; Vanhaverbeke, W. P. M.; Ortt, J. R.; Pieters, M. W.; den Hartigh, Erik; Beers, C. van; Entrepreneurship; HARTIGH, Erık Den
In studies about the impact of technology sourcing on firm performance, the impact of the technology life cycle has thus far received scant attention. This paper investigates this topic from the knowledge-based perspective. Data was gathered from 22 PLD (Programmable Logic Device) manufacturers in the integrated circuit industry between 1986 and 2005, and used to test two hypotheses based on panel analysis: (1) that strategic alliance networks, as a mode of external technology sourcing, have a positive effect on a firm's innovative and market performance early in the technology life cycle, and (2) that internal development as a mode of internal technology sourcing has a positive effect on a firm's innovative and market performance later in the technology life cycle. Although both hypotheses are supported as far as market performance is concerned, neither is supported when it comes to innovative performance.
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The joint evolution of alliance networks and technology: a survey of the empirical literature
(Elsevier, 2013-09) Stolwijk, C. C. M.; Ortt, J. R.; den Hartigh, Erik; Entrepreneurship; HARTIGH, Erık Den
In this paper, we provide an overview and assessment of existing empirical literature on the joint evolution of alliance networks and technology. We selected 38 empirical studies that investigate this joint evolution and summarize their results based on the variables they address, representing the composition and structure of the alliance networks and the technology development. We find that most of the results regarding network variables and their effect on technology development are either missing, inconsistent or difficult to compare because of different industry contexts. In most studies, the measurement of technology development – the technology life cycle – is either neglected or not carried out systematically. The more complex structural network variables, such as tie strength, structural holes or structural equivalence, receive little attention. We conclude that the body of knowledge of the joint evolution of alliance network and technology is growing, but not in a systematic way. We identify a clear need for further systematic research into the co-evolutionary aspects of the relationship between alliance networks and technology.
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Platform control during battles for market dominance: The case of Apple versus IBM in the early personal computer industry
(Elsevier, 2016) den Hartigh, Erik; Ortt, J. R.; Van de Kaa, G.; Stolwijk, C. C. M.; Entrepreneurship; HARTIGH, Erık Den
We conduct a case study of the battle for market dominance between the industry platforms led by Apple and by IBM in the early personal computer industry (1977–1986). Platform leaders such as Apple or IBM need to consider many technological, strategic, and network factors in managing their industry platforms. We explore how platform leaders deploy these factors and their interactions during a battle for market dominance. We find that platform leaders choose various control modes to do so, ranging from central control to distributed control. The adoption of these control modes is dependent on the choice of being first entrant with a technological discontinuity (central control) or follower (distributed control). Within a control mode, technological, strategic, and network factors are managed in a coherent way.