From hierarchies to markets: Transformation of corporate innovation at Ericsson

Ning Su, Mayur P. Joshi, Saeed Khanagha

Research output: Contribution to ConferencePaperAcademic

Abstract

This multi-year, in-depth qualitative case study examines an incumbent’s response to digital disruptions characterized by uncertain technologies and emergent business models, a relatively underexplored topic in Information Systems and Strategic Management literatures. In particular, the study documents Ericsson’s journey of transformation of corporate innovation in response to a wave of disruptive innovations, including cloud computing, Internet of Things, and the 5th Generation technologies coupled with changing customer requirements, increasing competition, and evolving industry landscape. The findings demonstrate how organizations can transform their corporate innovation strategy by employing a “long-tail” strategy as an openness imperative, thereby integrating a market of innovations within the traditional hierarchy of corporate R&D. This evolving hybrid model helps firms leverage the uncertainty during the period of digital disruption to their advantage.

Original languageEnglish
Publication statusPublished - Aug 2019
Event25th Americas Conference on Information Systems, AMCIS 2019 - Cancun, Mexico
Duration: 15 Aug 201917 Aug 2019

Conference

Conference25th Americas Conference on Information Systems, AMCIS 2019
CountryMexico
CityCancun
Period15/08/1917/08/19

Keywords

  • Digital disruption
  • Long-tail strategy
  • Open innovation
  • R&D
  • Technological change

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