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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.

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

The increasing availability and popularity of ways to capture personal memories using technologies such as digital cameras is beginning to alter the way in which personal memory images are produced, retained and circulated. Unlike the analog technologies, it is now possible to create an immediately available presence on the Internet. When examined from the perspective of voice, this phenomenon expands the potential of creating personal history narratives that could be collated together to produce a non‐institutional history of an era. This paper explores the ways in which the digital technologies can facilitate the production of such histories and what the technologies could do the sense of presence of an individual in the realm of the virtual.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Deciding when to enter new markets is becoming increasingly more difficult for companies. Managers can determine appropriate strategic approaches by focusing on product-level analysis and identifying factors that impact on the suitability of different entry points and subsequent performance.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

Entrepreneurial small- and medium-sized enterprises (SMEs) face ever increasing competition not only at the domestic level but also at the global level. While large-scale enterprises and multinational corporations often hog the limelight, research and studies reveal that SMEs form the core of the growth engine of most of the national economies and are critical to rebuilding the economy from an economic crisis. In fact, SMEs make a significant contribution to economic growth and continue to play a pivotal role as a catalyst for development to drive innovation, competitiveness, and future growth. However, due to their size and limited resources, most SMEs often struggle to keep on top of new development in capabilities and skills and encounter difficulties keeping their operational activities in balance. Therefore, it is inevitable that most governments have taken a keen interest in SMEs’ development by providing infrastructure and financial grants. As such, it is argued that resource-constraint SMEs need to preserve the focus and drive to survive and grow in today’s interconnected, interdependent world. SMEs need to be properly equipped with deep capabilities in transformational leadership, technicality, and entrepreneurship, and innovativeness required to go international more rapidly and profitably in today’s increasingly borderless world.

Innovation goes beyond creation, concentrating on enhancement, which is essential for advancement. Since 1998, the European Journal of Innovation Management (EJIM) has been a leading forum dedicated to thought leadership and research on the advances in innovation management. Given that EJIM has run over two decades, the time is now opportune to reflect on the journal's contributions to innovation management. Thus, this paper aims to retrospectively review the productivity, impact and knowledge of innovation management research in EJIM.

This paper adopts a bibliometric methodology to engage in a retrospective review of EJIM. The bibliographic data of 757 papers published in EJIM from 1998 to 2021 were retrieved from Scopus and analyzed using performance analysis and science mapping techniques.

The productivity (publication) and impact (citation) of innovation management research curated by EJIM have grown prolifically over time. Though EJIM operates with a European title, the journal receives and publishes contributions worldwide (e.g. Asia, Europe, North America, South America and Oceania). Noteworthily, the knowledge of innovation management research in EJIM can be divided into four categories: basic themes (general), which comprise innovation, open innovation, new product development and product and process innovation; motor themes (well-developed), which consist of organizational culture and innovation and leadership and creativity; niche themes (very specialized), which include dynamic capabilities and business model innovation; and emerging or declining themes (weakly developed or marginalized), which is made up of research and development (R&D) and green innovation.

This paper offers a seminal retrospection of EJIM and the journal's productivity, impact and contribution to innovation management.