Date of this Version
Strategic Management Journal
We consider firms in the context of their business ecosystems and explore how differences in the ways in which firms are organized with respect to complementary activities affect their decision to invest in new technologies. We argue that, in addition to creating differences in incentives and bureaucratic costs, firm-complementor organizational form plays an important role in the firm's ability to coordinate accompanying changes in complementary activities so as to shape the benefits from investing early in the new technology. We test our predictions in the U.S. healthcare industry from 1995–2006. The study makes a strong case for viewing firms' competitive strategies in the context of their business ecosystems and for the existence of an important link between firms' coordination choices and their strategic investments.
This is the peer reviewed version of the following article: Kapoor, R. and Lee, J. M. (2013), Coordinating and competing in ecosystems: How organizational forms shape new technology investments. Strat. Mgmt. J., 34: 274–296., which has been published in final form at doi: 10.1002/smj.2010. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms.
firm boundaries, technology investment, business ecosystem, complementors, alliances
Kapoor, R., & Lee, J. (2013). Coordinating and Competing in Ecosystems: How Organizational Forms Shape New Technology Investments. Strategic Management Journal, 34 (3), 274-296. http://dx.doi.org/10.1002/smj.2010
Date Posted: 27 November 2017
This document has been peer reviewed.