Innovation and market structures: an integrated approach

International Journal of Entrepreneurship and Innovation Management

Volumn 5, Issue 5-6, 2005, Pages 366-378

  Sarkar, Soumodip ^a  

^a UNIVERSITY OF ÉVORA   (Portugal)

Author keywords

developing countries; innovation; market archetypes; strategy

Indexed keywords

EID: 55549144074     PISSN: 1368275X     EISSN: 17415098     Source Type: Journal    
DOI: 10.1504/ijeim.2005.006994     Document Type: Article

References (15)

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9. ten Steve, H., ten Wouter, H., Frnas, S. and van der, E.M. (2003) Key Management Models, Prentice Hall – Pearson Education Limited.
10. For a review of these and other important management models, see ten Steve et al. (2003).
11. Product differentiation in economics is often treated in a spatial context where economists use space as a metaphor for products differentiated due to their locations at various positions in an abstract characteristics space.
12. Although we speak of industry and product, our analyses include firms in the service industry. The degree of competition is often, but not necessarily, positively correlated to the number of firms. A few firms in an industry can lead to strong competitive pressures if they follow for instance, Bertrand type conjectures.
13. Instead of four firms, the analyses could well be for four different products or services characterised by different external environment and different degrees of product differentiation.
14. This matrix is a summary in that each of the four cells could be subdivided into two sub cells, corresponding to the degree of product differentiation as being high or low. We avoid this elaboration in this prototype model in order to focus on the most important aspects of the model.
15. To a certain extent, this is in keeping with the precedent of using metaphors, in business models. The use of metaphors in describing business models however carries certain risks of interpretation. For instance see Gunnar Hedlund in his ‘Milking Cows vs. going hunting: conceptions of corporate strategies’ in his criticism of the Boston Consulting Group’s use of animal metaphors in the BCG model.