The DOI matches its Crossref record; 8 of the 8 references it cites were found in a registry or an index.
Customer preference discontinuities: a trigger for radical technological change
Abstract
What factors cause a mature industry to re‐enter a period of technological turbulence? This paper addresses this question by developing a model of technological evolution that incorporates both technological trajectories and a new concept: preference trajectories, which are cycles of incremental and discontinuous change in preferences. Preference discontinuities turn out to play an important role in triggering technological transitions in an industry. I illustrate the model with an historical study of the typesetter industry, which underwent three major technological transitions, each of which was driven by preference discontinuities. Copyright © 2007 John Wiley & Sons, Ltd.
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Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942 · cited 1×
“During eras of incremental change, firms engage in local search resulting in exploitative, competence-enhancing improvements that build on a core of scientific knowledge (Nelson and Winter, 1982; Tushman and Anderson, 1986; March, 1991).”
BackgroundTechnological paradigms and technological trajectories
Dosi, G. (1982) · Research Policy · doi:10.1016/0048-7333(82)90016-6 · Cited by 6,685
Design Rules: The Power of Modularity
Baldwin, C. Y., & Clark, K. B. (2000) · doi:10.7551/mitpress/2366.001.0001 · Cited by 3,504
Lead User Analyses for the Development of New Industrial Products
Urban, G. L., & von Hippel, E. (1988) · Management Science · doi:10.1287/mnsc.34.5.569 · Cited by 1,125
Incumbent's advantage through exploiting complementary assets via interfirm cooperation
Rothaermel, F. T. (2001) · Strategic Management Journal · doi:10.1002/smj.180 · Cited by 1,114
Jovanovic, B., & Rousseau, P. L. (2005) · Handbook of Economic Growth · doi:10.1016/s1574-0684(05)01018-x · Cited by 708
Thinking about technology: Applying a cognitive lens to technical change
Kaplan, S., & Tripsas, M. (2008) · Research Policy · doi:10.1016/j.respol.2008.02.002 · Cited by 661
Self-citationThe slow pace of rapid technological change: gradualism and punctuation in technological change
LEVINTHAL, D. A. (1998) · Industrial and Corporate Change · doi:10.1093/icc/7.2.217 · Cited by 452
Cited by
Entrepreneurial alertness in the pursuit of new opportunities
Tang, J., Kacmar, K. M. (., & Busenitz, L. (2012) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2010.07.001 · Cited by 1,013
Strategic Renewal of Organizations
Agarwal, R., & Helfat, C. E. (2009) · Organization Science · doi:10.1287/orsc.1090.0423 · Cited by 746
Thinking about technology: Applying a cognitive lens to technical change
Kaplan, S., & Tripsas, M. (2008) · Research Policy · doi:10.1016/j.respol.2008.02.002 · Cited by 661
Self-citationPrajogo, D. I. (2016) · International Journal of Production Economics · doi:10.1016/j.ijpe.2015.07.037 · Cited by 470
Benner, M. J., & Tripsas, M. (2012) · Strategic Management Journal · doi:10.1002/smj.950 · Cited by 423
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Metadata
- Authors
- Tripsas, M.
- Venue
- Managerial and Decision Economics
- Publisher
- Wiley
- Published
- 2007-09-18
- Volume
- 29
- Issue
- 2-3
- Pages
- 79-97
- ISSN
- 0143-6570 (ISSN-L)
- 1099-1468
- OpenAlex
- W2084235125
- Cited by
- 213
- References
- 8
- FWCI
- 10.49
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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