Using Networks For Changing Innovation Strategy: The Case of IBM
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||IBM, Networks, exploration/exploitation, innovation, strategic change|
Dittrich, K., Duysters, G.M., & de Man, A-P.. (2004). Using Networks For Changing Innovation Strategy: The Case of IBM (No. ERS-2004-111-ORG). ERIM report series research in management Erasmus Research Institute of Management. Retrieved from http://hdl.handle.net/1765/1836