Using Networks For Changing Innovation Strategy: The Case of IBM

Koen Dittrich, Geert Duysters () and A.P. de Man
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A.P. de Man: Erasmus Research Institute of Management (ERIM), RSM Erasmus University

No ERS-2004-111-ORG Revision_Date: 2009-07-29, Research Paper from Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

Abstract: Large-scale strategic change projects in companies may be supported by using alliance networks. This paper shows that IBM’s change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well. By entering into more non-equity alliances, involving new partners in the network and loosening the ties with existing partners, IBM supported its transformation from a hardware manufacturing company to a global service provider and software company.

Keywords: Networks; innovation; strategic change; exploration/exploitation; IBM (search for similar items in EconPapers)
New Economics Papers: this item is included in nep-bec, nep-his and nep-ino
Date: 2004-12-23
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