Using Networks for Changing Innovation Strategy : The Case of Ibm

Large-scale strategic change projects in companies may be supported by using alliance networks. This paper shows that IBM’s change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well. By entering into more non-equity alliances, involving new partners in the network and loosening the ties with existing partners, IBM supported its transformation from a hardware manufacturing company to a global service provider and software company

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Year of publication:	2014
Authors:	Dittrich, Koen ; Duysters, Geert ; Man, Ard-Pieter de
Publisher:	[S.l.] : SSRN
Subject:	Unternehmensnetzwerk \| Business network \| Strategisches Management \| Strategic management \| Unternehmenskooperation \| Inter-firm cooperation \| Innovationsmanagement \| Innovation management