Template-Type: ReDIF-Paper 1.0
Author-Name: Dittrich, K.
Author-Name-Last: Dittrich
Author-Name-First: Koen
Author-Name: Duysters, G.M.
Author-Name-Last: Duysters
Author-Name-First: Geert
Author-Name: de Man, A-P.
Author-Name-Last: de Man
Author-Name-First: Ard-Pieter
Title: Using Networks For Changing Innovation Strategy: The Case of IBM
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.
Creation-Date: 2004-12-23
File-URL: https://repub.eur.nl/pub/1836/ERS%202004%20111%20ORG.pdf
File-Format: application/pdf
Series: RePEc:ems:eureri
Number: ERS-2004-111-ORG
Classification-JEL: L22, M, M13, O32
Keywords: IBM, Networks, exploration/exploitation, innovation, strategic change
Handle: RePEc:ems:eureri:1836