Infighting and fitting in: Following innovation in the stent actor-network

DC FieldValueLanguage
dc.contributor.authorLawlor, Jim-
dc.contributor.authorKavanagh, Donncha-
dc.date.accessioned2019-04-30T08:29:31Z-
dc.date.available2019-04-30T08:29:31Z-
dc.date.copyright2014 Elsevier Inc.en_US
dc.date.issued2015-01-
dc.identifier.citationIndustrial Marketing Managementen_US
dc.identifier.issn0019-8501-
dc.identifier.urihttp://hdl.handle.net/10197/10207-
dc.description.abstractThis paper examines the technological and market innovation processes associated with emerging markets. Through a longitudinal study of the stent actor–network, four contests that punctuated the stent market's emergence are identified. Corporeal battles occurred as stents were fitted into the human body, and as the market emerged and stabilised through a process of creative construction. Subsequently, corporate wars developed between emergent corporate actors, and, in parallel, an incorporation campaign occurred in which emergent corporate actors sought to fit in to the established actor–network. Finally, civilized confrontation, or the ‘normal’ activities expected in a stabilised market, emerged. We conclude that, prior to Schumpeter's creative destruction impacting on the established market, there is a period of creative construction. We introduce the term ‘mutable marketing’ to describe the dominant market innovation processes evident during this period. This research shows that emergent actors are likely to be destroyed through mutually antagonistic infighting.en_US
dc.language.isoenen_US
dc.publisherElsevieren_US
dc.rightsThis is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management (44, 1, (2015)) https://doi.org/10.1016/j.indmarman.2014.10.005en_US
dc.subjectMarketizationen_US
dc.subjectActor-network theoryen_US
dc.subjectLongitudinal case studyen_US
dc.subjectInnovationen_US
dc.subjectCreative destructionen_US
dc.titleInfighting and fitting in: Following innovation in the stent actor-networken_US
dc.typeJournal Articleen_US
dc.internal.authorcontactotherdonncha.kavanagh@ucd.ieen_US
dc.statusPeer revieweden_US
dc.identifier.volume44en_US
dc.identifier.issue1en_US
dc.identifier.startpage32en_US
dc.identifier.endpage41en_US
dc.identifier.doi10.1016/j.indmarman.2014.10.005-
dc.neeo.contributorLawlor|J|aut|-
dc.neeo.contributorKavanagh|D|aut|-
dc.date.updated2018-08-24T14:12:18Z-
item.fulltextWith Fulltext-
item.grantfulltextopen-
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