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We examine how the organizational identity of established firms affects their strategic outcomes during the emergence phase of a new market. Drawing on cognitive theories of analogical learning, we build theory about how the established identities of producers influence the fluency with which consumers make sense of novel products, and hence affect valuations. We illustrate this theory through an empirical study of consumer evaluations of de alio entrants during the emergence of the digital camera industry.

Why is Sony, despite its Betamax set‐back of the early 1980s, continually pushing its new 8‐mm standard against the VHS format of archrivals JVC and Matsushita? Why did Shiseido, the major cosmetic company in Japan, persist in investing continuously in the United States and Europe since the 1970s despite years of accumulated losses? Why is a company like Kubota, a leading manufacturer of farm equipment, moving into computers and biotechnology with no time frame for success?

A new player has emerged to influence the buying behavior of customers – the webmaven. Marketers and product developers must take in account that webmavens now have a huge potential audience for their reviews of products and services. An active program of tracking, measuring and marketing to these influential infomediaries is likely to reduce the risk of unpleasant surprises. For many firms, marketing to mavens, hobbyist and rating sites may also prove to be a strategic and cost effective means to stimulate innovation and revenue growth.

Shows how marketing to mavens, hobbyist and rating sites can be implemented.

The good news for decision makers is that access to comments from webmaven websites can provide product managers with fresh intelligence on the failures and successes that customers are experiencing with their offerings. The bad news is that the negative feedback from just one or two influential webmavens can influence a brand's reputation, sometimes with the same dire effect as poor reviews in traditional media such as Consumer Reports or PC Magazine.

Journalistic research.

R&D – take advantage of Internet customer and user experience to research new innovations and develop new features based upon rapid and early user feedback. Product defect tracking – track user complaints, ratings and reviewer critiques about your, competitive and leading edge or deviant product[9] usage to frame future product development. Market research – measure share of mind on the Internet, in traditional media, at rating sites, at review sites. Maven management – pay special attention to the heavily involved user and hobbyist sites.

Alerts managers to the power of these new market influencers and provides a how‐to guide for marketing to webmavens and other infomediaries on the Internet.

In addition to pioneering, empirical work on entry order increasingly addresses fast followers and laggards and the potential advantages they are able to capture. There is also a growing consensus in the academia, that current measures of firm performance used in the entry order literature to study these advantages are inadequate. This study analyzes the relationship between entry order and customer evaluations, which, depicting the performance of the firm's products in the market, are used as a proxy for firm performance.

The study is set in the digital camera industry, analyzing entries into each new technology level, in terms of the sensor resolution of compact and bridge cameras. The complete dataset consisted of 1,816 digital camera models introduced between January 1996 and December 2017. The data are analyzed using hierarchical multiple linear regression.

The study finds evidence of early-mover advantage for the compact product category. In the compact camera consumer market, both first-movers and fast followers outperform late movers. Furthermore, the difference in performance in comparison to laggards is greater for first-movers than for fast followers. However, in the bridge category which consists of a more heterogeneous set of products, no significant entry-order effects are detected.

The results clearly indicate that there exists an early mover advantage. Furthermore, the results are not consistent across different product categories within an industry; hence, caution needs to be exercised when analyzing industry dynamics and entry order effects. Finally, our novel conceptualization of firm performance measured as online customer evaluation add new opportunities to investigate firm success

This study examines the role of hybrid products employed in companies' innovation strategy within three American industrial sectors: tires, typewriters and photography cameras.

The authors selected historical cases that enabled us to present the role of hybrid products in periods of discontinuous change. Different sources are employed in this study: papers, books, cases, working papers, videos, manuals and product catalogues, companies' annual reports, company websites, advertising, collectors' websites and museums, in addition to press and other media reports.

The authors’ historical case analysis points to two forms of hybrid products. (1) Exploitation-hybrid, which incorporates significant elements from the existing dominant design and aims at extending the revenue-generating opportunities of the existing products. (2) Exploration-hybrid, which works as an offensive strategy, as the firm uses the exploration-hybrid to promote a gradual and controlled adoption of new technology by reducing risks and the cost of change for the customer.

The authors’ proposed definitions strengthen the idea that hybrids are not only a reflection of organizational inertia (exploitation-hybrid). Hybrids can also mean a more proactive stance in the strategy of developing and adopting new technology (exploration-hybrid).

This study acknowledged hybrid products as a learning instrument that materialized the organizational ambidexterity, favoring at the same time exploitation, generally attributed to organizational inertia, and the exploration of new segments of customers or the use of new technologies.

Uses a product‐oriented approach to examine consumer outshopping patterns in a large and densely polulated city — Hong Kong. Concentrates on one popular consumer product, the camera, as an example, and looks at the possible effects of different product forms and price combinations on outshopping patterns. Analyses the implications of consumer outshopping for the individual retailer, particularly with regard to the formation of channel strategies. Suggests that consumers' outshopping patterns are not only product specific, but are also influenced by product form and the price of that product.

Comments on recent developments in the machine vision industry and describes some of the more significant exhibits at the IPOT 2001 exhibition, including camera networks, addressable pixel cameras and low resolution thermal imagers.

An alliance portfolio can help latecomer firms to acquire the necessary knowledge and resources to catch up with market leaders. However, how latecomer firms construct an alliance portfolio in terms of the nature of windows of opportunity has not been fully analyzed. This paper aims to explore how latecomer firms can build appropriate coalitions according to the nature of the window of opportunity to achieve technological catch-up in different catch-up phases.

Based on a longitudinal case study from 1984 to 2018 of Sunny Group, now a leading manufacturer of integrated optical components and products, this paper explores the process of technological catch-up of latecomer firms building different types of alliance portfolio in different windows of opportunity.

This paper finds that there is a sequence when latecomers build an alliance portfolio in the process of catch-up. When the uncertainty of opportunity increases, the governance mechanism of the alliance portfolio will change from contractual to equity-based. Also, latecomer firms build market-dominated and technology-dominated alliance portfolios to overcome their market and technology disadvantages, respectively.

These conclusions not only enrich the theory of latecomer catch-up from the perspective of windows of opportunity but also expand research on alliance portfolio processes from a temporal perspective.

Construction progress monitoring (CPM) is considered a difficult and tedious task in construction projects, which focuses on identifying discrepancies between the as-built product and the as-planned design. Computer vision (CV) technology is applied to automate the CPM process. However, the synergy between the CV and CPM in literature and industry practice is lacking. This study aims to fulfil this research gap.

A Delphi qualitative approach was used in this study by conducting two interview rounds. The collected data was analysed using manual content analysis.

This study identified seven stages of CPM; data acquisition, information retrieval, verification, progress estimation and comparison, visualisation of the results and schedule updating. Factors such as higher accuracy in data, less labourious process, efficiency and near real-time access are some of the significant enablers in instigating CV for CPM. Major challenges identified were occlusions and lighting issues in the site images and lack of support from the management. The challenges can be easily overcome by implementing suitable strategies such as familiarisation of the workforce with CV technology and application of CV research for the construction industry to grow with the technology in line with other industries.

This study addresses the gap pertaining to the synergy between the CV in CPM literature and the industry practice. This research contributes by enabling the construction personnel to identify the shortcomings and the opportunities to apply automated technologies concerning each stage in the progress monitoring process.