Session 210

Community Engagement and Orchestration

Track B

Date: Monday, September 22, 2014


Time: 08:00 – 09:15

Common Ground

Room: Viena


  • Rahul Kapoor, University of Pennsylvania

Title: Joining an Ecosystem: Organizational and Strategic Implications


  • Elizabeth Altman, University of Massachusetts Lowell

Abstract: With the increasing popularity of products such as smartphones, tablets, and computers that include open interfaces, individuals are becoming increasingly comfortable with complementary products where a product becomes more useful when combined with applications and accessories. Research on platforms and ecosystems addresses these dynamics, but tends to center on organizations competing at the core of ecosystems. This paper focuses on organizations at the edges of these systems and investigates changes experienced by firms as they join ecosystems and strive to balance maintaining independence and growth aspirations with the need to operate within an ecosystem. This paper contributes to research on organizational identity, resource dependence, and asymmetric inter-organizational relationships, and complements burgeoning research on multi-sided platforms as these businesses rely on ecosystems to succeed.

Title: Managing Innovation Networks in Emerging Industries: A Multi-Modal Multiplex Analysis


  • Snehal Awate, Indian School of Business
  • Ram Mudambi, Temple University
  • Ajith Venugopal, Indian School of Business

Abstract: Innovation is often studied as a unidimensional construct. While the construct’s presence along various dimensions is noted, the dimensions are never simultaneously analyzed. In this paper, we unpack innovation along three constituent dimensions, namely technological, geographic, and people. Using multi-modal multiplex network analysis, we measure the social capital of ties belonging to these dimensions and their ultimate effect on focal firm’s R&D strategies and innovation performance. The context of our study is an emerging industry thereby providing strategic implications for managing R&D to gain early mover advantage.

Title: Organizing for Corporate Entrepreneurship: Informal Intra-firm Network, Decentralization and Corporate Entrepreneurial Performance


  • Xu Han, University of Pennsylvania

Abstract: This paper investigates how formal structure and informal network interact in shaping corporate entrepreneurial outcome at the business unit level in an established firm. In particular, I examine how decentralization of the formal organizational structure reshapes the effect of business units’ informal intra-firm ties with their lateral units (lateral ties) and with the corporate units (hierarchical ties) on their corporate entrepreneurial performance. Based on a sample of 455 market-based entrepreneurial initiatives in a large global home appliance company, I find that decentralization over time renders informal lateral network of business units from being redundant to valuable in facilitating entrepreneurial activities. Meanwhile, it strengthens the enhancing effect of business units’ informal hierarchical network on their entrepreneurial performance.

Title: Strategic Implications of Community Engagement: The Performance Consequences of Open Innovation Exchange Relationships


  • Jonathan Sims, Babson College

Abstract: The modern firm and its leaders are increasing interacting with a new form of organizational stakeholder: external communities. This research explores the firm-level performance implications of working with an external community. I use exploratory factory analysis and structural equation modeling to analyze original data survey collected from 250 organizations that work with a prominent open source software community. Factor analysis shows that firms engage in three discrete types of behaviors with a community: taking from the community, giving help, and giving code. I propose that that these behaviors, and their interaction, have differential effects on various aspects of firm performance.

Title: The Early Stages of Collaborative Innovation Management: What Influences the Development of Generic Disruptive Technologies?


  • Richard Tee, LUISS Guido Carli
  • Rashedur Chowdhury, University College Dublin
  • Alvaro Figueredo, Francisco Marroquín University
  • Arnoud De Meyer, University of Cambridge

Abstract: The literature on technological change has focused mostly to understand why certain technologies dominate the market. However, there are contexts where more research needs to be done, such as in the early stages of generic disruptive technologies collaboratively developed by universities and industry. Accordingly our longitudinal study shows that during the development process some potential applications commercially attractive are left out, reducing the spectrum of possibilities, and locking the process in. Further we suggest that he commercialization process, especially for generic technologies, involves the selection of particular applications among a large portfolio of potential technologies that could be developed. Agreements, decisions, and relationships at the very earliest stages of commercialization have a profound effect on which technologies are developed to even get to the market stage.

Title: The Shape of Crowdsourcing: Why Power Law Distributions Matter when Innovation Becomes Social


  • Carsten Pedersen, Copenhagen Business School

Abstract: Innovation is in large part fueled by novel ideas or novel combinations of existing ideas. The quality of the initial ideas can determine the success or failure of companies in the marketplace, making idea generation the highest point of leverage in the innovation process. With the advent of notions such as the wisdom of crowds and crowdsourcing, ideation has been opened up to crowds. Gaussian (normal) distributions are presumed in most management research. Yet, power laws often appear in the real world. If power law effects are ubiquitous in organizations, the activity of tapping into crowds for idea generation needs to be coupled to this statistical curiosity. Hence, the purpose of the present paper is to propose that academic attention should turn towards power laws in relation to large-scale idea generation.

All Sessions in Track B...

Mon: 08:00 – 09:15
Session 210: Community Engagement and Orchestration
Mon: 14:45 – 16:00
Session 202: Alliance Portfolios, Networks, and Innovation
Mon: 16:30 – 17:45
Session 211: Knowledge Transfer and Learning
Tue: 08:00 – 09:15
Session 212: Dynamic Capabilities
Tue: 11:00 – 12:15
Session 403: Understanding Network Structure and Characteristics
Tue: 15:30 – 16:45
Session 404: Innovation and Global Networks

Strategic Management Society