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Showing papers in "ERIM report series research in management Erasmus Research Institute of Management in 2004"


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TL;DR: In this article, the authors show that IBM's change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well, by entering into more non-equity alliances, involving new partners in the network and loosening the ties with existing partners, which supported its transformation from a hardware manufacturing company to a global service provider and software company.
Abstract: textLarge-scale strategic change projects in companies may be supported by using alliance networks. This paper shows that IBM’s change from an exploitation strategy towards an exploration strategy required a radically different network strategy as well. By entering into more non-equity alliances, involving new partners in the network and loosening the ties with existing partners, IBM supported its transformation from a hardware manufacturing company to a global service provider and software company.

12 citations