Issue

fall 2019

Volume 62
Issue 1

Corporate Strategy

Why Giants Stumble
by Felix Barber, Jo Whitehead, and Julia Bistrova

Embracing Solutions-Driven Innovation to Address Institutional Voids: The Case of Uber and the Middle of the Pyramid
by Olivia Barbour and John Luiz

How Social Entrepreneurs Zig-Zag Their Way to Impact at Scale
by V. Kasturi Rangan and Tricia Gregg

Special Section on Open Innovation

Strategic Management of Open Innovation: A Dynamic Capabilities Perspective
by Marcel Bogers, Henry Chesbrough, Sohvi Heaton, and David J. Teece

Managing Knowledge Sharing-Protecting Tensions in Coupled Innovation Projects among Several Competitors
by Audrey Rouyre and Anne-Sophie Fernandez

Designing Governance Mechanisms in Platform Ecosystems: Addressing the Paradox of Openness through Blockchain Technology
by Jessica Schmeiss, Katharina Hoelzle, and Robin P. G. Tech

Why Do Experts Solve Complex Problems Using Open Innovation? Evidence from the U.S. Pharmaceutical Industry
by Yeolan Lee, Eric Fong, Jay Bryan Barney, Ashton Hawk


Core Concepts

Why Giants Stumble
Why do large, successful public companies and their CEOs suddenly weaken? This article focuses on 45 large American and European companies who suffered from unexpected managerial mistakes.

Uber's Expansion in Africa
The popular ride-sharing company has made a successful entrance into Africa by creating opportunities for drivers and passengers in emerging markets, while catering to their specific needs.

How Social Entrepreneurs Zig-Zag Their Way to Impact at Scale
As social entrepreneurs and their funders move from the early stages to operating at scale, many follow a "zig-zag" pattern by alternately focusing on social impact and growth.

Managing Knowledge Sharing in Collaborative Projects
Many of today's problems are too complex for any single organization to solve alone. When collaborating with competitors, how can companies share knowledge without providing an unfair advantage?

Solving Complex Problems with Open Innovation
Firms deciding between an open and closed innovation approach should consider project expertise and complexity. Levels of complexity and project expertise vary across the four types of open innovation models - crowdsourcing, coopetition, science-based, and network.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at the University of California for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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