Session 166

Competitive Strategy and the Business of Science

Track E

Date: Monday, October 12, 2009


Time: 12:45 – 14:00


Room: Meeting Room 9

Session Chair:
Arnaldo Camuffo, Bocconi University

Title: Looking But Not Leaping: Whither and When Academic Research Leads to Commercial Products in an Emerging Technology


  • Fiona Xiaoying Ji, Ohio University
  • Donald Hatfield, Virginia Tech
  • Linda Tegarden, Virginia Tech
  • William Lamb, Babson College

Abstract: In this study, we discuss that it is the firm’s knowledge strategy which leads an incumbent firm probe and eventually to develop a commercial product based upon the emerging technology field. Meanwhile, we build upon Mitchell’s (1989) classic research by bringing more managerial strategy into Mitchell’s perspective by arguing that Mitchell’s three attributes lead to managerial awareness of an emerging technology. While specialized assets, rivalry and the threat of an emerging technology may lead a firm to begin looking, it is the firm’s knowledge development strategy (academic research) which interacts with managerial awareness and allows it to begin leaping into commercialize products. We develop propositions, and test these, in the context of the 1968-1994 emerging fiber optics industry .

Title: Science and Competitive Advantage: An Analysis of Firms’ Scientific Publications, Value Creation and Value Appropriation


  • Francisco Polidoro, University of Texas at Austin

Abstract: Prior research has established an important link between science and competitive advantage by showing how scientific research affects firms’ ability to create innovations. This study furthers our understanding of the link between science and competitive advantage by showing that science affects competitive advantage not only by enhancing firms’ ability to create innovations, as prior research highlighted, but also by affecting the extent to which firms appropriate the value inherent in the innovations that they create. When examining the impact of science on value appropriation, this study considers both firms’ ability to convert innovations into commercial success (primary appropriation) and the extent to which firms capture the generative potential of their innovations to create subsequent innovations (secondary appropriation).

Title: The Role of Research Networks in Highly Regulated R&D Contexts: Network Effects in Clinical Research


  • Federica Brunetta, LUISS Guido Carli University
  • Paolo Boccardelli, LUISS Guido Carli University

Abstract: This paper aims to explore the creation and structure of research networks in highly regulated R&D settings and environments, where legal, regulatory and environmental constrains tend to influence the behaviour of network agents. A definition of how networks are created and structured in highly regulated industry, and how their structure influences the performance of involved firms is given, with regards to the constraints or opportunities on the operational model, that might affect their creation and evolutionary paths. The conceptual framework is used to articulate research questions that are investigated with respect to the pharmaceutical industry and the specific area of clinical trials, that appears of deep interest seen the regulatory and environmental constrains that influence the behaviour of network agents, and the evolution over time.

All Sessions in Track E...

Sun: 10:00 – 11:30
Session 256: Discipline Based Theories: What Do Theories of the Firm Say About Organizational Dynamics
Sun: 13:00 – 14:30
Session 257: Applying Theories: What Does Strategy & Organization Say About Health Care?
Sun: 15:00 – 16:30
Session 258: Integrating Theories of Problem Formation
Sun: 16:30 – 17:30
Session 309: Competitive Strategy, IG Meeting
Mon: 12:45 – 14:00
Session 159: Strategic Factor Markets: Antecedents, Consequences and Dynamics
Session 166: Competitive Strategy and the Business of Science
Mon: 15:45 – 17:00
Session 160: Emerging Strategies in Acquisition
Session 220: Contemporary Challenges to Organization Theory
Mon: 17:15 – 18:30
Session 157: Managerial Cognition and Dynamic Capabilities at the Crossroads: Current Issues and Novel Strands of Development
Session 222: Challenging Traditional Notions of Competitive Strategies and Competitive Advantage
Tue: 10:00 – 11:15
Session 161: Demand-based Approaches to Strategy: The Role of Customers and Communities
Session 163: Resources and Capabilities to Strengthen Alliance Formation and Execution
Tue: 11:30 – 12:45
Session 164: Competitive Strategy and Firm Performance
Session 165: Emerging Organizational Solutions for Exploration Strategies
Tue: 14:30 – 15:45
Session 158: Strategic Change and Dynamic Capabilities
Session 169: Unpacking Sources of Heterogeneity: Market Frictions, Firm Resources, Strategic Actions
Wed: 10:00 – 11:15
Session 216: Industry Evolution and Resource Architecture
Session 217: Designing Organizations to Sustain Performance
Wed: 11:30 – 12:45
Session 214: Managerial Capabilities and the Microfoundations of Strategy

Strategic Management Society

Washington DC