Reversing course: Competing technologies, mistakes, and renewal in flat panel displays

Published Research

The study explores renewal in a novel but understudied context—an era of ferment with competing technological options. It focuses on IBM’s transition from market leadership in a failed path (plasma) to leadership in the emerging dominant technology (LCD) in the 1980s. Interviews and internal documents offer two primary factors explaining renewal at IBM.Read More

It’s Not All in the DNA: Penn Team Benefits from Mack Institute Sponsorship in Synthetic Biology Competition

iGEM Penn Team

Spring semester may be over, but for a small group of Penn students, the lab is now their second home. This year, the Mack Institute is once again sponsoring Penn’s International Genetically Engineered Machine (iGEM) student team.  iGEM is a large undergraduate synthetic biology competition in which students use standardRead More

Competing Technologies and Industry Evolution: The Benefits of Making Mistakes in the Flat Panel Display Industry

Published Research

This article investigates the post-entry implications of pre-entry technological choices made during the uncertain period before a dominant design. Building on work on technological dynamics and organizational inertia, I argue that too early commitments to the winning technology may impede the ability to bring the best product to market, but delaying investment too long limits the ability to accumulate useful knowledge.Read More

Capacity Investment Timing by Start-ups and Established Firms in New Markets

Published Research

We analyze the competitive capacity investment timing decisions of both established firms and start-ups entering new markets which are characterized by a high degree of demand uncertainty. Firms may invest in capacity early (when the market is highly uncertain) or late (when market uncertainty has been resolved), possibly at different costs.Read More

Revenue Management with Strategic Customers: Last-Minute Selling and Opaque Selling

Published Research

Companies in a variety of industries (e.g., airlines, hotels, theaters) often use last-minute sales to dispose of unsold capacity. Although this may generate incremental revenues in the short term, the long-term consequences of such a strategy are not immediately obvious.Read More

Value Creation and Destruction: A Study of the US Medical Devices Industry

Published Research

This dissertation studies firm strategy to gain technological knowledge from external sources in dynamic industries and the performance implications of these strategies. In dynamic industries, firms need to integrate new knowledge, and build new resources and capabilities to maintain competitive advantage.Read More