Index
2017; Linguagem: Inglês
10.1108/s0742-332220170000037016
ISSN0742-3322
ResumoCitation (2017), "Index", Entrepreneurship, Innovation, and Platforms (Advances in Strategic Management, Vol. 37), Emerald Publishing Limited, Bingley, pp. 369-382. https://doi.org/10.1108/S0742-332220170000037016 Publisher: Emerald Publishing Limited Copyright © 2017 Emerald Publishing Limited INDEX Abandonment options, 39, 45, 51, 68 ABB, robot manufacturer, 89 Absorptive capacity of firm, 124 Acquisition of firm, 17–19 Active program management, 51 Adaptability, 116, 118 Ad hoc contracting, 231 Adoption rate, 152 Affiliation definition of, 201n8 of platform, 182 Agency theoretic perspectives, 238–239 Airbnb, 178–179, 186, 212 Alphabet Android operating system (OS), 216, 221 Alternative Software Development Kit (ASDK), 288n81 Amazon, 179, 190, 195, 198, 215, 221, 223n, 6, 228, 309–310, 311, 327, 330–331 Amazon Ebooks definition of, 301–302 evaluation platform, 310 sale of, 312 Amazon Web Services, 51 Ambidexterity, 220 American Association of Publishers (AAP), 312 American Machinist , 94 AMF Versatran, 89 API library, 262 Apple, 5, 31n, 10, 222, 300 iOS platform, 216 iPhone, 242 Macintosh, 217 Newton, 251 Newton pen-based device, 270 Architectural control, 239–240 ARM microprocessors, 265 Atari, 266 Autocorrelation, 99–100 Automated assembly-line technology, 94 Bad management, 143 Bandwagon effects, 160 Baseline model, 8, 25, 27–28 Bendix, 95 Bicom, 266 Big (5) Five publishers, 301, 303, 317, 327 Biocurious, Silicon Valley, 351 Biohackers, 350 Biohacking, 345 Biological platforms, 339 Biomedical industries, 338 Biotechnology, 361 archetypes, 348 definition of, 345 digitalization and democratization of, 354–355 first product success, 344 industry value chain, role of archetype in, 347 IP sharing in, 345 open collaborations in, 340 open source processes to, 339 open vs. proprietary tensions in, 344–345 research design, 345–346 Blue Bulletin , 94 Book publishers, 301 Book publishing industry, 330 Author Earnings, source of data, 313 authors control over book prices, 330 easy availability of, 303 self-published, 330 central players role in, 311 discovery and evaluation platforms, 310 economies of scale, 303 freelance or independent editors, 330 leader-less industry platform, 301 market share change over time, 327 partitioning of resources, 301, 302 producers, large and small, 317 qualitative evidence from interviews with indie-authors, 304–307 sales of books, 309–312 analysis of results, 317–323 categories of, 312 dependent and independent variables for testing, 314–317 effects over time, analysis of, 323–325 supplementary analysis, 325–326 zero, problem with, 317 social media platforms as public media, 308–309 presence, 315 Bounded-rational individuals, 120 BP, 116 spill in Gulf of Mexico, 117 Branded-goods makers, 328 Burbn smartphone app, 220 Bureaucracy, 122, 127 Business ecosystems, 212, 218 Business strategies external entities, 178 types of, 178 Business-to-business technology, 152 manufacturer, 155 Capability(ies), 95, 187, 192 definition of, 213 firm, in competitive markets, 124 new, development of, 87 technical, 119 See also Dynamic capability Capital IQ database, 133 Casio, 259 Center for the Application of Molecular Biology to International Agriculture (Cambia), 349 Central processing unit (CPU), 244 Cesscomm application, 274 Chicken-and-egg problem, 192 Chief Executive Officers (CEOs), 133, 195, 199, 215 known commodity, 40 quality, 41 Chi-squared test, 130 Cincinnati Milacron, 89, 95 Cisco, 218 C language, 262 C + + language, 262 CNBC, 163 CNN, 163 Commercialization choices, 11 alternative contracting possibilities delay in negotiation, 26–28 entrant participation in production, 26, 28 restructuring and spinouts, 25 Commercialization strategy, 7–8 Commercial mobile radio (cellular) networks, 242 Committed investors, 45–47, 49, 53, 56n6 Communications networks, 153–154 correlations in data, 163–167 instability, 152 Communities, 342 Community governance, 343, 350–351 Community production model, 343, 351–353 Compaq, 266, 269, 272 Comparative Fit Index (CFI), 130 Competitive commercialization, 4–5 Competitive conditions, 152 Complementor interactions, 189 Complex adaptive systems theory, 118 Complexity catastrophe, 116 dimensions of, 120 factors of, 120 Component complexity, 120 Compuserve, 259 Computer Numerical Control (CNC) robots, 83–84, 90–92, 97, 106–107 Confirmatory factor analysis, 132 Consortia, 342 Consumer demand, 152 Control variables, 96, 133 Cooperative commercialization innovative advantage, 10 licensing or other forms of, 5 static drivers for, 20–22 transmission of information, 4 Coordinative complexity, 120 Copyright, 356–357 Corporate venture capital, 5 Corporations, 38 Cost model, 219 Cox-proportional hazards model, 173n10 Creative commons, 348 destruction, 4, 9 Crescenda, 263 Crimson Hexagon, 313–314 Cronbach Alpha, 132 Cross-industry survey, 140 Cross-sectional survey, 140 Cross-side network effects, 181 Crowdsourced patient data/registries, 352–354, 359–360 Crowdsourcing, 185 Crystal, 255 Cumulative innovation, 9 Customer calls, benefits of, 160–161 Customer technology adoption model, 160 Cyberbank application, 274 Cyber-security, 190 Darwinian evolutionary analogies, 185 Data General, 266 Data privacy, 190 Decentralized publishing, 330 Dell, 179 Dependent variable, 95–96 Device applications software, 244 Diamond—Mortensen—Pissarides model, 53 Digital economy, 178, 212 Digital media outlet, 217 Digital technologies, 178 Direct competition, 4 Direct interactions, definition of, 201n8 Direct technological complementarity, 160 Discovery platforms, 310 Diseconomies of scale, notion of, 144 Disrupted new technologies, 82–85, 108n1 definitely, 86 demand uncertainty of products, resolution of, 88 entrants, comparison between with and without prior experience, 99 mainstream customers signals, 88 prior experience in, 89 products based on, 86 sales takeoff of, 88 uncertainties in, 86 DIY bio, 345, 350–351, 362n3 DIY biologists, 355 Down rounds, 57n29 3D printing entrepreneurs, 352 Duplicating complementary assets, 4 Dynamic capability(ies), 5, 9–11, 143, 220–221 acquiring, 11 advantages of, 7 commercialization choices, 7 definition of, 6–7 execution of bets, 213 exercise of firm, 215 firms, benefits for, 212 as fixed probabilities, 29 idiosyncratic, 214 managers to be entrepreneurial, 214 over platform lifecycle, 222 relevance for management of platforms, 212–213 signature processes, 214 and strategy, differences between, 214 vs ordinary capabilities, 214 Dynamic complexity, 120 Early mobile computing platforms data and management of, 243–244 empirical study market size by shipments, and shares by platform, 241 release of products by industry and over time, 242–243 interpretation of patterns, 244–245 eBay, 212, 215 Ebooks, 303 market size of, 312 types of, 312 Economic theory, 122 Ecosystems strategy, 178–186, 197, 199 configuration, reason for, 300 power distribution and ecology of firms, implications for, 300–301 success in joint value creation, 341 See also Open/user innovation strategy; Platforms-based business Embedded systems, 268 Emhart Corporation, 95 Endogenous rate of innovation, 22–24 End-point technology, elements of, 155 Enron, 116 Entrepreneur, 38, 56n18 financing of projects, 39–40 game tree, 44 and investor, deal between, 44–53, 60–64 penniless, 42 preference for continuation, 56n5 projects with radical innovations, 39 side payments from investor, 55n4 willingness for experimentation, 39 Entrepreneurial businesses, 22 Entrepreneurial firms, challenges faced by, 186 Entrepreneurial friendly or committed, 45 Entrepreneurship, 43, 223 Entry barriers reduction, impact of, 300 EPOC32 32-bit platform, 250–254 EPOC32 palmtop platform, 254 Ericsson, 254 Evaluation platforms, 310 Executive compensation, 196–197 orientation and experiences, 194–195 Expected calls, 162 Experienced organization complexity, 117, 120, 129, 143 definition of, 121–122, 125–126 inefficient processes, 133 relationship between inefficient processes and firm-level innovation, 127 unclear accountabilities and firm-level innovation, 127 research, phases of, 122 unclear accountabilities, 132–133 vertical and horizontal dimensions of, 126 Extension model endogenous rate of innovation, 22–24 product market competition, 20–22 static drivers, 20–22 Facebook, 5–6, 220–221, 308 Failure tolerance, 38, 54 encouragement for entrepreneur, 46, 52 increases innovation, 50 at individual project level, 55 Fast-paced work environment, 153 Fax machine, 160 Feasible generalized least square (FGLS) approach, 103 Financial crisis, 117 Firm(s) ability to design new components, 87 incumbent, 88 in industrial robotics industry, 93 innovativeness, 97 institutional logic strategy, 187 -level innovation, 123, 125 -level perspective, 117 open interfaces, 191 prior experience, advantages of, 88 size influence on product innovation, 96–97 takeoff, 82 Foxconn (Hong Hai), 328 Free disposal, 11 Free Software Foundation, 345 Frictionless value exchange, 178 Fujitsu, 266 Garage biology, 350 GE, 218 General Motors (GM), 89, 107, 265 Genzyme, 5 GEOS 16-bit operating system, 258 GeoWorks, 259 Google, 5 Google Android platform, 216, 242 Google Home, 221 Greenfield competition, 8 GRiD computing system, 255–265 pen-based systems, 269 GRiD GridPad, 266 Hackerspace, 350–352, 359 Handheld PC (HHPC), 241, 272–273 Hawkins, Jeff, 259 Herding, 309–312 Heteroscedastic error structure, 100 Heteroscedasticity, 99 Hewlett Packard 95LX, 266 Hitachi, 272 Homebrew Computer Club, 362n4 HP Enterprise, 218 Hybrid organizations, governance tensions in, 201n16 IBM, 215, 241, 279 Incumbent firm transitions, institutional logic shifts in, 200 enabling interactions, focus on, 191–192 increasing external focus, 187–189 interaction-centric metrics, adoption of, 192–193 moving towards greater openness, 189–191 Incumbent-producer, 10 Independent variable, 96 Industrial robotics industry data description of, 94–95 source of, 94 evolution of, 89–92 timeline of, 93 firm and sales takeoff in, 93 future research, direction of, 107–108 MC and CNC robots, comparison between, 92 results and analyses, 100–106 robustness checks, 104–105 variables control, 96–97 dependent, 95–96 independent, 96 Industrial robot manufacturing, 83 Industry definition of, 212 platforms, 308 Informational spillovers, 160 Information and communications technologies (ICT) sector, 358 biology, adapting open source to, 359–360 -derived ideas of open platform, 339 platforms application of, applied to software architecture, 341 implications of theory, 360–362 importance of, 338 innovation ecosystems, 341 open source, 342–343 third-party provision of complements, 340 two-sided markets, 341 product platforms, 348 systems engineering, 344 Information gathering and interchange, 178 Innovation(s), 116, 133 commercialized by new ventures, 38 during competition and cooperation, 23 ecosystems, 341, 354 experience in, 7 financiers of, 40 funding of projects, 38 intuition of static models of, 5–6 leader/leadership, 9–11, 24 role, 8 selection of, 12–13 lower firm-level, 127 new product, 85 output, 131–132 platform, 215 policy, 38–39 radical, 39 regions, 49 shock, 85 strategies, 82 Innovative, 46 coordination of changes, 269 firms, 360 intensity, 29 new products, 106, 214 Innovator, 10 entrant, 12 next product generation, 12 Instagram, 6, 219–220, 309 Installed contacts, 162, 164–165, 169 Installed potentials, 164–165, 168–171 Institutional logic, definition of, 186–187 Intel, 219, 241, 250, 268, 279, 300 Intellectual property (IP), 190–191 International Genetically Engineered Machine (iGEM), 345 International investment bank, 152 International Robotics Products Database, 1990, 102 Internet-based market, 212 Inter-platform competition between leaders, 221 Intrinsic complexity of task, 120 Intuit, 5, 259 Investment model entrepreneur view, 43–44 investor view, 42–43 Investor(s), 41 and entrepreneur, deal between, 44–53, 60–64 failure tolerant, 38–39 funds experimentation by, 39, 47–52 game tree, 43 proofs of propositions, 70–80 Investors’ choice of commitment level model, 45, 52–55, 65–70 IP commons, concept of, 358–360 definition of, 348 efforts to build in biology, 349 open platforms, attributes of, 349–350 IP modularity, 343, 350, 354 IPod, 222 IP openness, 343, 349–351 ISBN number, 314 Iso expected payoff lines, 48–49 Java, 250, 262 Jobs, Steve, 31n, 10, 221 Joined open platforms, 339 Joint surplus, 7 Kindle EBook, 330 Kloutscore, 314 Knowledge platforms, 341, 350, 352 Leadership/leadership model, 8 phase of platform lifecycle, 220–221 strong, impact of, 214 technological, 212 See also Strategic leadership LEGO Ideas, 178, 190 Lehman Brothers, 116 Leveraging production experience, advantage of, 31n15 LG Electronics, 272 Licensing equilibrium outcomes, 22 of firm, 12–17 gains from trade, 6 non-exclusive, 31n17 returns to, 5–6 Linux hacker, 351 Linux operating system, 277, 351 Local television channels for Asia, 173n8 for Europe, 173n8 Low-powered incentives, 56n7 MacDonald, 265 Macintosh OS, 221 Mac OS X, 222 Mainframe-computer makers, 87 market, 87 Managerial cognition, 120 Market needs, 84 Markov perfect equilibrium, concept of, 15, 18, 24, 31n19 Matthew Effect, 301 Mechanically controlled (MC) robots, 83–84, 89–95 Media attention, 309–312 Mergers and acquisitions (M&A), 56n, 14, 180, 301, 329 Microsoft, 219, 231, 242, 254, 271, 280, 300 Microsoft-DOS PC operating system platform, 256, 266 Microsoft mobile computing systems device releases in, 267 organization of, 266 Microsoft Palm for Windows, 265–275 Microsoft Visual Basic, 250 Microsoft Windows-based personal computer ecosystem, 216–217 Mobile computing hardware, 243 Modularity, concept of, 184 Monopoly profits, 14 Monopoly rents, 12, 14, 31n11 MontaVista Mobilinux platform device releases in, 276 embedded Linux from, 279 expanded platform owner scope, 278–279 Hardhat Graphics, supply of, 279 Hard Hat Linux operating system, launch of, 275, 277–278 initial development of, 277 initial product, 277 Mobilinux Open Framework, 280 multi-sourcing of component suppliers, 280 open coalition creation, 280 organization of, 275 promotion of outside suppliers, 279 smartphone platform with partners, 278 tailoring of Linux tools by, 278 Motorola, 254 MS-DOS, 258, 268, 270, 273 -based mobile systems, 269 platform, 267 Multi-based market, 212 Multi-component systems, 237–238 Multi-layered business ecosystem, 217 Multi-sided platforms (MSPs), 181, 201n9 NASA, 185 Nash bargaining solution, 57n25 NCE, 269 NEC, 272 Negative binomial model, 140 Negotiation outcomes of firms acquisition of firm, 17–19 delay in, 26–28 licensing, 12–17 and acquisition of firms, comparison between, 19–20 Network collaborations, 342 instability, 152 services, 244 Networked micro-controllers, 268 Network externalities, 152–153 definition of, 160 localness of, importance, 154 measurement of, 167–171 scope of, 154 size of, 154 New entrants in industry, 84 in disrupted technology, with and without prior experience comparison, 99 load capacity of, 96 manufactured metalworking machinery, 91–92 with prior experience, importance of, 87 types of, 91 News TV programming, 163 Next generation product, 9 Nokia, 254, 286n47 Non-cooperative bargaining model, 31n18 Non-exclusive licensing, 28–29 NPV negative, 54 NPV positive, 53–55 innovation, 50 investments, 39 N-sided market infrastructure, 212 Numerical control (NC) systems, 103, 106 Object-based Visual Application Language (OVAL), 250 Off-the-shelf microprocessor, 260–261 Olivetti, 89 Online platforms, 185 reviews, 309 OpenPCR, 352 Open platforms attributes of, 339 produced by collaborative efforts, 342 Open-review platforms, 308 Open Science Summit, Silicon Valley, 345 Open source biology, 344–345 adaptation of biotechnology, digitalization and democratization of, 354–355 open source exemplar, impact of, 355–356 collaborations, archetypes of crowdsourced patient data, 352–354 hackerspace, 350–352 IP commons, 348–350 explicit and implicit conception of platforms, 347–348 institutional limitations, 356–358 legal limitations, 356–358 technical limitations, 356–358 Open source communities, 343 Open source initiative, 345 Open source platforms, 342–343 Open-source programming, 308 Open source software (OSS), 340, 342, 345, 356 attributes of, 343 business off of open platforms, 361 characteristics of, 343 Open/user innovation strategy, 178–186, 197, 199 See also Ecosystems strategy; Platforms-based business Operating system, 243 OPL Software Development Kit (SDK), 250 Ordinary capabilities, 219 definition of, 213 as a source of competitive advantage, 213 tuned to meet industry best practices, 214 Ordinary efficiencies, 213–214 Organizational complexity, 143, 145 adopted modelling techniques, 118 affecting organizational outcomes, 116 applied business, 116 catch-all construct, 116 data methodology control variables, 133 inefficient processes, 133 innovation output, 131–132 interdependencies, 132 measurement approach, 129–131 sample of firms in multiple industries and countries, 128–129 unclear accountabilities, 132–133 variety of elements, 132 definition of, 116, 121 external constraints in, 125 firm-level perspective, 117 framework, 124 hypotheses, 123–124 relationship between interdependencies, 125 relationship between variety of elements, 125 increase individual decision makers demand, 121 individual-level research on, 119–120 nature of, 121 structural attribute, 122 structural quality of organization, 118–119 as a structural variable, 121 studies on, 118 gaps in, 119 Organizations/organizational, 143–144, 198 culture, 38 effectiveness, 221 leadership, 194 medium-sized or large, 126 populations, 302, 309 slack, 122 as socio-technical systems, 126 structures, 38 turf wars between employees, 126 variety, 132 vertical and horizontal dimensions of, 126–127 Palm computing systems, 242, 255, 280, 287n54 device releases in, 257 organization of, 256 Palm Economy, 264 Palm Pilot, 273 Palm Query Applications (PQAs), 262 Palmtops, 241 Patents, 134, 357–358 barriers in, 3–4 limitations of, 130 source of data for innovation, 130 Payoff of investments, 152 PC-synchronization software, 258 Pearl, 255 Peer-to-peer IP telephony network, 31n10 Pegasus desktop, 272 PenPoint operating system platform, 268 Perfect capital markets, 57n26 Perfect labor markets, 57n27 Peripheral hardware, 244 Personal-computing technology, 87 Personal information management (PIM), 251 Person-oriented platforms, 308, 330 Pharmaceutical products, complements of, 362n8 Philips, 272 Physical books, 312 PIM software, 272 Platform boundaries choices and external orchestration, 282–283 and internal coordination, 282 and investment incentives, 281–282 definition of, 244 Platform owner boundaries, 229–230 choices, 229 allocation of investment incentives, 234–236 orchestrator of ecosystem to gain power, 238–240 to solve coordination problems, 237–238 definition of, 244 Platform owner scope, definition of, 244 Platforms-based business, 178–186, 197, 199, 212, 300 forms of, 215 leaders guide ongoing technological evolution of system, 216 lifecycle phases, 223, 223n4 birth, 218–219 expansion, 219–220 leadership, 220–221 self-renewal, 221–223 multiple relationships, 228 proprietary, 215 vertical integration by leader, 216 See also Ecosystems strategy; Open/user innovation strategy Platform scope, definition of, 244 Platforms/platforming, 326–328, 338 centralized venues, 300 hardware, 252 as a mode of economic organization, 233–234 power distribution and ecology of firms, implications for, 300–301 product management approach, 232–233 as public media, 310 sponsor of, 341–342 as a technical design, 232–233 trends enabling, 228 types of, 310 Pocket PC, 274 Poisson regression estimation model, 103, 133–134, 141–142 Polar microprocessor, 270 Pooled R&D, 360 Poqet, 266 Potential contacts, 160, 162–163 Prab, 89 Preserve monopoly rents, 4 Prior experience, role in new capabilities development, 87 Process-centric transition, 189 Product innovation, 83, 87 Production-based capabilities, 12, 25, 27, 29 Product market competition, 20–22 Product performance, in emerging industry, 84 Product performance variable, 95 Profitability, 85, 116, 178, 197, 212 Profiting from innovation (PFI) framework, 215, 218 Project-by-project optimization, 38 Project Pegasus, 271 Property Rights theory, 234–236 Proprietary platform, 342 Psion (and later Symbian) system, 242, 259, 268, 280, 286n30 advances through incremental improvements, 249 boundary choices of, 245 device releases in, 246 executive decision to avoid incrementalism, 248 improvements and independent experimentation by users, 247–248 modular memory cartridges, 247 opened hardware development in 1990s, 245 opening-up and attempts at orchestration external suppliers, 249–251 opening-up system components, 248 organiser programming language, 247, 249 organization of, 246 re-position as an open standard, 251–253 Symbian adoption by hardware builders, 254 concept and challenge of, 254 failure to deliver product, 255 PsiWin synchronization software, 251 Pulsar, 265–275 Pulsar paging system, 271 Qualcomm, 264 Quality ladder model of innovation, 8–9 Quartz, 255 QuickBooks, 195–196 QWERTY keyboards, 249 Rapid Transfer Robot, 102–103 Ready, Jim, 276, 278, 280 Renegotiation of licensing deal, 27 Resource dependence theory, 302–308, 329 Resource partitioning theory, 328 assumption of, 302 feature of, 302 formulation of, 302 organizational inertia, 302 Restructuring, 25 Revenue model, 219 Revolutionary new reduced instruction set computing (RISC), 251 RIM Blackberry, 242 Robotics Industries Association (RIA), 94 Robots, second-generation, 83 Royal Bank of Scotland, 116 RWAN wireless data terminal service, 251 Sage Bionetworks, 349 Sales takeoff, 82 Samsung, 269 SanDisk, 250 Schumpeterian competition, 8–9 Science-based technical risks, 338 Science commons, 348 Self-organizing approach, 216 Self-published books, 303 Self-renewal of platform, 221–222 Shared platforms, 338 SIBO models, 249 Siemens, 89 Silicon Valley, 212, 345 Skype, 31n, 10, 54, 173 Smaller communication clusters, 154 Social media participation, 308 Social media platforms as public media, 308–309 Software development kits (SDKs), 190 SourceForge, 345 Spinouts, 25 Start-up commercialization strategy, 5, 28 Start-up firms, 4, 7, 16 competitive route for, 29 Static drivers for cooperative commercialization, 20–22 Strategic factor market, 7 Strategic leadership, 197 board-management relations, 196 executive compensation, 196–197 executive orientation and experiences, 194–195 management of enterprise focusing, 194 top management teams, 195–196 Strategic management approach, 212 Strategy and dynamic capabilities, analytical differences, 214 features of, 3 Structural organization complexity, 117, 129 definition of, 121–122 elements of, 123–124 executive strategic choices, 122 interdependencies, 122 variety of elements, 132 Survivorship, first-stage of Heckman correction, 102 Syngenta, 217, 223n3 System components, 243–244 Systemic (or architectural) innovation, 216 Tablets, 241 Takeoff period discontinuous technology, 83 firm, 82 post-sales, 88–91, 100, 106 pre-sale, 83, 88–89, 97 sales, 82, 87–88 in industrial robotics industry, 93 two, 82–83 Tandy, 259 Task complexity, 119–120 Technological complexity, 116 Technology adoption communication patterns in New York, 160 instability of connections affecting, 152 Technology-based industries/sector, 338 Technology diffusion, 153–154 Television, 155, 163, 173n9 Thirty industries, evolution of, 85 Ticketmaster, 178, 191, 193, 198 Top management teams, 195–196, 199 Toshiba, 274, 279 Toyota production system, 213 Trade secrets, 358 Traditional industry champions, 22 Transaction cost economics, 237–238 Transaction platform, 215 Transactions costs, 4 Transitioning organizations, 187 TRG Pro product, 264 Twitter, 217, 301, 308–309, 312, 327, 330 TwitterBooks, 313 Two-armed bandit problem, 41 Two-sided markets, 341, 353–354, 362n1 Uber, 178–181, 186, 212, 228 Uncertainty consumer-level, 154 role in firm strategy, 152 Uncommitted investor, 47, 49–50, 53 Unimation, 89–90 United States Patent and Trademark Office (USPTO), 94 Unstructured technical dialog, 85 US Department of Energy The Advanced Research Project Agency Energy (ARPA-E), 51 User innovation, 184–185 US National Institutes of Health, 355 U.S. patents, 130–131 Value chain, 189, 193, 212, 228 Value proposition model, 219 Value systems of firm, 83, 85 Variance inflation factors (VIFs), 103 Venture-capital contracts, 38 Venture-capital deals, 57n29 Venture-capital (VC) funding, 38 Venture-capital investors, 38–39 Venture capitalists, 5 Vertical integration, 216 Video-calling technology, 152, 161 benefits of, 155 database, 156–157 firm setting, 155–156 new adopter calls, 163 physical dislocation after 9/11 terrorist attacks, 157–160 software, 155 unit, 160 Visual basic, 262 VLSI project, 270 Wikipedia, 178 Windows, 95, 272 Windows CE, 265–275 Windows NT 4.0 desktop, 272 Winner-take-all competition, 8–9 Winpad, 265–275 Wired magazine, 345 Word processor, 251 World Wide Web, 345 X-inefficiencies, 122 Xtserial program, 99 Zero price apps, 235 Zoomer computing systems, 255–265, 270 Book Chapters Prelims Part I Entrepreneurship and Entrant–Incumbent Dynamics Negotiating for the Market Innovation Policies Nuanced Role of Relevant Prior Experience: Sales Takeoff of Disruptive Products and Product Innovation with Disrupted Technology in Industrial Robotics Part II Management of Innovation in Large Firms Structural Versus Experienced Complexity: A New Perspective on the Relationship between Organizational Complexity and Innovation Network Stability, Network Externalities, and Technology Adoption Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective Part III Platform-Based Competition Dynamic Capabilities and (Digital) Platform Lifecycles Platform Boundary Choices & Governance: Opening-Up While Still Coordinating and Orchestrating Amazon Warrior: How a Platform Can Restructure Industry Power and Ecology Open Source Platforms Beyond Software: From ICT to Biotechnology Index
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