2007-12-01
Strategic repositioning by means of alliance networks: The case of IBM
Publication
Publication
Research Policy , Volume 36 - Issue 10 p. 1496- 1511
This paper aims to show that alliance networks can play an important role in facilitating large-scale strategic change projects. It focuses on the particular case of IBM, whose radical redirection from an exploitation strategy towards an exploration strategy was realized by major changes in its network strategy. We show that by involving new partners in the network and by loosening the ties with its existing partners, IBM managed to transform from a hardware manufacturing company to a global service provider and software company. The findings suggest that the traditional view of large firms as being slow to adapt may not be valid because alliance networks can be used to overcome inertia.
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doi.org/10.1016/j.respol.2007.07.002, hdl.handle.net/1765/70161 | |
Research Policy | |
Organisation | Erasmus Research Institute of Management |
Dittrich, K., Duysters, G., & de Man, A.-P. (2007). Strategic repositioning by means of alliance networks: The case of IBM. Research Policy, 36(10), 1496–1511. doi:10.1016/j.respol.2007.07.002 |