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 language | English |
|---|---|
| Publication status | Published - Aug 2019 |
| Event | 25th Americas Conference on Information Systems, AMCIS 2019 - Cancun, Mexico Duration: 15 Aug 2019 → 17 Aug 2019 |
Conference
| Conference | 25th Americas Conference on Information Systems, AMCIS 2019 |
|---|---|
| Country | Mexico |
| City | Cancun |
| Period | 15/08/19 → 17/08/19 |
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Keywords
- Digital disruption
- Long-tail strategy
- Open innovation
- R&D
- Technological change
Cite this
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From hierarchies to markets : Transformation of corporate innovation at Ericsson. / Su, Ning; Joshi, Mayur P.; Khanagha, Saeed.
2019. Paper presented at 25th Americas Conference on Information Systems, AMCIS 2019, Cancun, Mexico.Research output: Contribution to Conference › Paper › Academic
TY - CONF
T1 - From hierarchies to markets
T2 - Transformation of corporate innovation at Ericsson
AU - Su, Ning
AU - Joshi, Mayur P.
AU - Khanagha, Saeed
PY - 2019/8
Y1 - 2019/8
N2 - 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.
AB - 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.
KW - Digital disruption
KW - Long-tail strategy
KW - Open innovation
KW - R&D
KW - Technological change
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M3 - Paper
ER -