Based on a combination of exploratory field research and executive experience, we propose that defining the quot;Minimum Winning Gamequot; (WMG) is a difficult yet critical responsibility of top management to keep a high-technology venture focused and able to learn from its ongoing efforts in...

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the...

This study of the transformation of the mobile device industry examines how cross-boundary disruption (XBD) superseded the incumbents' sustaining innovation, which helps explain the rapid rise of Apple and Google Android and the equally rapid fall of Nokia and other incumbents between 2007 and...

Despite increasing interest in business model innovation, there is only limited scholarship that examines how business model innovators present and explain their innovations to various stakeholders. As business model innovation often involves the creation of a new ecosystem, understanding how...

Based on a longitudinal case study, this paper presents an ecosystem-level process model of the interlocking key activities of the business model disruptor, other ecosystem participants (customers, partners, media, analysts), and the incumbent. Together these constitute a strategic process of...

Combining qualitative survey and in-depth field research, we present a new typology of corporate venture capital (CVC) designs that highlights a hybrid CVC structural orientation to advance understanding of the process of integrating externally generated innovation with the company’s internal...

This paper presents a process model of corporate venture capital (CVC) based on field research of JetBlue Technology Ventures (JTV), the CVC unit of JetBlue Airways. We examine how the JTV subsidiary was designed and staffed to enable effective interaction with the company’s internal...

In 2007 and 2008, the price of oil skyrocketed, hitting historic highs. The corresponding increase in gas price was felt sharply in the United States by ordinary people, industries, the military and the government. Citizens were spending more and more of their paychecks to fill their gas tanks,...

We present the "strategy diamond," which extends received strategic management theory by integrating the positional view and the resource-based view, the formulation and implementation of strategy, and the firm's internal selection environment into one relatively simple novel conceptual...

The paper reports the research done in the Stanford University Graduate School of Business 2008 Bass Seminar "Strategic Thinking in Action - In Business and Beyond: The United States' Quest for Energy Resilience," taught by Professors Robert A. Burgelman and Andrew S. Grove. The goal of the...