How tie strength in alliance network affects the emergence of dominant design: the mediating effects of exploration and exploitation innovation

References

• Afonso, O., and M. Magalhaes. 2020. “How Powerful Are Network Effects? A Skill-Biased Technological Change Approach.” Macroeconomic Dynamics 24 (4): 882–919.
   Web of Science ®Google Scholar
• Anderson, P., and M. Tushman. 1990. “Technological Discontinuities and Dominant Designs: A Cyclical Model of Technological Change.” Administrative Science Quarterly 35 (4): 604–633.
   Web of Science ®Google Scholar
• Argyres, N., L. Bigelow, and J. A. Nickerson. 2015. “Dominant Designs, Innovation Shocks, and the Follower’s Dilemma.” Strategic Management Journal 36 (2): 216–234.
   Web of Science ®Google Scholar
• Badir, Y. F., and G. C. O’Connor. 2015. “The Formation of Tie Strength in a Strategic Alliance's First New Product Development Project: The Influence of Project and Partners’ Characteristics.” Journal of Product Innovation Management 32 (1): 154–169.
   Web of Science ®Google Scholar
• Bahlmann, M. D. 2014. “Geographic Network Diversity: How Does It Affect Exploratory Innovation?” Industry and Innovation 21 (7–8): 633–654.
   Web of Science ®Google Scholar
• Baron, R., and D. Kenny. 1986. “The Moderator-Mediator Variable Distinction in Social Psychological Research: Conceptual, Strategic, and Statistical Considerations.” Journal of Personality and Social Psychology 51 (6): 1173–1182.
   PubMed Web of Science ®Google Scholar
• Beers, C., and F. Zand. 2014. “R&D Cooperation, Partner Diversity and Innovation Performance: An Empirical Analysis.” Journal of Product Innovation Management 31: 292–312.
   Web of Science ®Google Scholar
• Borgatti, S. P., and D. S. Halgin. 2011. “On Network Theory.” Organization Science 22 (5): 1168–1181.
   Web of Science ®Google Scholar
• Brem, A., P. Nylund, and G. Schuster. 2016. “Innovation and de facto Standardization: The Influence of Dominant Design on Innovative Performance, Radical Innovation, and Process Innovation.” Technovation 50: 79–88.
   Web of Science ®Google Scholar
• Chen, T., V. K. Narayanan, and X. Li. 2019. “Climbing the Mountain: Firm’s Competitive Actions and Emergence of Dominant Design.” Academy of Management Annual Meeting Proceedings 2019 (1): 1.
   Google Scholar
• Chen, T., L. Qian, and V. K. Narayanan. 2017. “Battle on the Wrong Field? Entrant Type, Dominant Designs, and Technology Exit: Battle on the Wrong Field.” Strategic Management Journal 38 (13): 2579–2598.
   Web of Science ®Google Scholar
• Dai, H., D. Zeng, W. Qualls, and J. Li. 2018. “Do Social Ties Matter for the Emergence of Dominant Design? The Moderating Roles of Technological Turbulence and IRP Enforcement.” Journal of Engineering and Technology Management 47: 96–109.
   Web of Science ®Google Scholar
• De Vries, H. J., J. P. M. de Ruijter, and N. and Argam. 2007. “Dominant Design or Multiple Designs: The Flash Memory Card Case.” Technology Analysis and Strategic Management 23 (3): 249–262.
   Google Scholar
• Ferriani, S., and I. MacMillan. 2017. “Performance Gains and Losses from Network Centrality in Cluster Located Firms: a Longitudinal Study.” Innovation-Management Policy & Practice 19 (3): 307–334.
   Google Scholar
• Fujimoto, T. 2014. “The Long Tail of the Auto Industry Life Cycle.” Journal of Product Innovation Management 31 (1): 8–16.
   Web of Science ®Google Scholar
• Gao, D. 2008. “Internationalization and Entry Strategy of Enterprises: A Case Study of Chinese Firm: Huawei.” University of Halmstad School of Business and Engineering.
   Google Scholar
• Gao, Y., Y. Li, M. Cheng, and G. Feng. 2017. “How Does Market Learning Affect Radical Innovation? The Moderation Roles of Horizontal Ties and Vertical Ties.” Journal of Business & Industrial Marketing 32 (1): 57–74.
   Web of Science ®Google Scholar
• Gilsing, V., and B. Nooteboom. 2006. “Exploration and Exploitation in Innovation Systems: The Case of Pharmaceutical Biotechnology.” Research Policy 35 (1): 1–23.
   Web of Science ®Google Scholar
• Gonzalez, C., F. Veloso, and D. Krackhardt. 2013. “The Impact of Network Embeddedness on Research Output.” Research Policy 42 (9): 1555–1567.
   Web of Science ®Google Scholar
• Hagedoorn, J., and J. Frankort. 2008. “The Gloomy Side of Embeddedness: The Effects of Overembeddedness on Inter-Firm Partnership Formation.” Network Strategy 25: 503–530.
   Google Scholar
• Hao, B., Y. Feng, and V. Frigant. 2017. “Rethinking the ‘Mirroring’ Hypothesis: Implications for Technological Modularity, Tacit Coordination, and Radical Innovation.” R&D Management 47 (1): 3–16.
   Web of Science ®Google Scholar
• He, Z.-L., and P. K. Wong. 2004. “Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypo.” Organization Science 15 (4): 481–494.
   Web of Science ®Google Scholar
• Herrmann, P. 2005. “Evolution of Strategic Management: The Need for New Dominant Designs.” International Journal of Management Reviews 7: 111–130.
   Web of Science ®Google Scholar
• Ili, S., A. Albers, and S. Miller. 2010. “Open Innovation in the Automotive Industry.” R & D Management 40 (3): 246–255.
   Web of Science ®Google Scholar
• Izrael, Y. A., V. M. Zakharov, N. N. Petrov, A. G. Ryaboshapko, V. N. Ivanov, A. V. Savchenko, Y. V. Andreev, et al. 2009. “Field Studies of a geo-Engineering Method of Maintaining a Modern Climate with Aerosol Particles.” Russian Meteorology and Hydrology 34 (10): 635–638.
   Web of Science ®Google Scholar
• Keun, Lee, and Chaisung Lim. 2001. “Technological Regimes, Catching-up and Leapfrogging: Findings from the Korean Industries.” Research Policy 30 (3): 459–483.
   Web of Science ®Google Scholar
• Lazzarotti, V., R. Manzini, L. Pellegrini, and E. Pizzurno. 2013. “Open Innovation in the Automotive Industry: Why and How? Evidence from a Multiple Case Study.” International Journal of Technology Intelligence and Planning 9 (1): 37–56.
   Google Scholar
• Lee, J., and N. Berente. 2013. “The Era of Incremental Change in the Technology Innovation Life Cycle: An Analysis of the Automotive Emission Control Industry.” Research Policy 42 (8): 1469–1481.
   Web of Science ®Google Scholar
• Lee, J. R., D. O’Neal, M. Pruett, and H. Thomas. 2007. “Planning for Dominance: A Strategic Perspective on the Emergence of a Dominant Design.” R&D Management 25: 3–15.
   Web of Science ®Google Scholar
• McEvily, B., and A. Marcus. 2005. “Embedded Ties and the Acquisition of Competitive Capabilities.” Strategic Management Journal 26: 1033–1055.
   Web of Science ®Google Scholar
• Michelfelder, I., and J. Kratzer. 2013. “Why and How Combining Strong and Weak Ties Within a Single Interorganizational R&D Collaboration Outperforms Other Collaboration Structures.” Journal of Product Innovation Management 30 (6): 1159–1177.
   Web of Science ®Google Scholar
• Ndofor, H. A., D. G. Sirmon, and X. He. 2011. “Firm Resources, Competitive Actions and Performance: Investigating a Mediated Model with Evidence from the in-vitro Diagnostics Industry.” Strategic Management Journal 32 (6): 640–657.
   Web of Science ®Google Scholar
• Nooteboom, B., and V. Gilsing. 2004. “Density And Strength of Ties in Innovation Networks: A Competence And Governance View.” Social Ence Electronic Publishing 2 (3): 179–197.
   Google Scholar
• Petrick, I. J., and A. E. Echols. 2004. “Technology Roadmapping in Review: A Tool for Making Sustainable new Product Development Decisions.” Technological Forecasting and Social Change 71 (1): 81–100.
   Web of Science ®Google Scholar
• Phelps, C. 2009. “A Longitudinal Study of the Influence of Alliance Network Structure and Composition on Firm Exploratory Innovation.” Academy of Management Journal 53 (4): 890–913.
   Web of Science ®Google Scholar
• Quintana-García, C., and C. A. Benavides-Velasco. 2008. “Innovative Competence, Exploration and Exploitation: the Influence of Technological Diversification.” Research Policy 37 (3): 492–507.
   Web of Science ®Google Scholar
• Robinson, D. T., and T. E. Stuart. 2007. “Network Effects in the Governance of Strategic Alliances.” Economics and Organization 23 (1): 242–273.
   Web of Science ®Google Scholar
• Rowley, T., D. Behrens, and D. Krackhardt. 2000. “Redundant Governance Structures: An Analysis of Structural and Relational Embeddedness in the Steel and Semiconductor Industries.” Strategic Management Journal 21 (3): 369–386.
   Web of Science ®Google Scholar
• Sanga, S. 2020. “Network Effects in Corporate Governance.” Journal of Law & Economics 63 (1): 1–41.
   Web of Science ®Google Scholar
• Schuster, G., and A. Brem. 2015. “How to Benefit from Open Innovation? An Empirical Investigation of Open Innovation, External Partnerships and Firm Capabilities in the Automotive Industry.” International Journal of Technology Management 69 (1): 54–76.
   Web of Science ®Google Scholar
• Shieh, G. 2008. “Improved Shrinkage Estimation of Squared Multiple Correlation Coefficient and Squared Cross-Validity Coefficient.” Organizational Research Methods 11 (2): 387–407.
   Web of Science ®Google Scholar
• Soh, P.-H. 2010. “Network Patterns and Competitive Advantage Before the Emergence of a Dominant Design.” Strategic Management Journal 31 (4): 438–461.
   Web of Science ®Google Scholar
• Srinivasan, R., G. Lilien, and A. Rangaswamy. 2005. “The Emergence of Dominant Designs.” Journal of Marketing 70 (2): 1–17.
   Web of Science ®Google Scholar
• Suarez, F., S. Grodal, and A. Gotsopoulos. 2015. “Perfect Timing? Dominant Category, Dominant Design, and the Window of Opportunity for Firm Entry.” Strategic Management Journal 36 (3): 437–448.
   Web of Science ®Google Scholar
• Teece, D. 2006. “Reflections on ‘Profiting from Innovation’.” Research Policy 35 (8): 1131–1146.
   Web of Science ®Google Scholar
• Tegarden, L., D. Hatfield, and A. Echols. 1999. “Doomed from the Start: What Is the Value of Selecting a Future Dominant Design?” Strategic Management Journal 20 (6): 495–518.
   Web of Science ®Google Scholar
• Tushman, M. L., and L. Rosenkopf. 1992. “Organizational Determinants of Technological Change: Towards a Sociology of Technological Evolution.” Research in Organizational Behavior 14: 311–347.
   Web of Science ®Google Scholar
• Wang, Y., and N. Rajagopalan. 2015. “Alliance Capabilities: Review and Research Agenda.” Journal of Management 41 (1): 236–260.
   Web of Science ®Google Scholar