The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
When Innovations Meet Institutions: Edison and the Design of the Electric Light
Abstract
This paper considers the role of design, as the emergent arrangement of concrete details that embodies a new idea, in mediating between innovations and established institutional fields as entrepreneurs attempt to introduce change. Analysis of Thomas Edison's system of electric lighting offers insights into how the grounded details of an innovation's design shape its acceptance and ultimate impact. The notion of robust design is introduced to explain how Edison's design strategy enabled his organization to gain acceptance for an innovation that would ultimately displace the existing institutions of the gas industry. By examining the principles through which design allows entrepreneurs to exploit the established institutions while simultaneously retaining the flexibility to displace them, this analysis highlights the value of robust design strategies in innovation efforts, including the phonograph, the online service provider, and the digital video recorder.
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Citations
Cites
Core capabilities and core rigidities: A paradox in managing new product development
Leonard-Barton, D. (1992) · Strategic Management Journal · doi:10.1002/smj.4250131009 · Cited by 6,477
The Duality of Technology: Rethinking the Concept of Technology in Organizations
Orlikowski, W. J. (1992) · Organization Science · doi:10.1287/orsc.3.3.398 · Cited by 4,957
Barley, S. R. (1986) · Administrative Science Quarterly · doi:10.2307/2392767 · Cited by 2,315
Cited by
Theory Building From Cases: Opportunities And Challenges
Eisenhardt, K. M., & Graebner, M. E. (2007) · Academy of Management Journal · doi:10.5465/amj.2007.24160888 · Cited by 16,670
Institutions and Institutional Work
Lawrence, T. B., & Suddaby, R. (2006) · The SAGE Handbook of Organization Studies · doi:10.4135/9781848608030.n7 · Cited by 3,338
Amabile, T. M., & Pratt, M. G. (2016) · Research in Organizational Behavior · doi:10.1016/j.riob.2016.10.001 · Cited by 1,863
The fit between product market strategy and business model: implications for firm performance
Zott, C., & Amit, R. (2008) · Strategic Management Journal · doi:10.1002/smj.642 · Cited by 1,731
Business model design and the performance of entrepreneurial firms
Zott, C., & Amit, R. (2007) · Organization Science · doi:10.1287/orsc.1060.0232 · Cited by 1,707
Metadata
- Authors
- Hargadon, A. B., & Douglas, Y.
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 2001-09
- Volume
- 46
- Issue
- 3
- Pages
- 476-501
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2117566259
- Cited by
- 1,395
- References
- 3
- FWCI
- 18.67
- 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).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
