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To authenticate to the full-text of this article, please visit this link: http://dx.doi.org/10.1111/j.1467-8551.2008.00603.x Byline: Joris J. Ebbers (*), Nachoem M. Wijnberg (*) Abstract: Organizational memory is not just the stock of knowledge about how to do things, but also of expectations of organizational members vis-a-vis each other and the organization as a whole. The central argument of this paper is that this second type of organizational memory -organizational expectations memory- is a necessary precondition for successfully creating and maintaining organizational procedural memory, which is at the basis of organizational performance. If members of organizations have fewer expectations of being rewarded beyond what is stipulated in formal contracts, these individuals are less likely to risk investing in collective tacit and firm-specific knowledge resources and more likely to focus on building individual and mobile knowledge resources that have value outside the boundaries of the organization. A case study of latent organizations in the Dutch film industry is presented to support the central argument and suggests further avenues of research, in particular concerning the effects of labour mobility on organizational expectations memory. Author Affiliation: (*)University of Amsterdam Business School, Roetersstraat 11, 1018 WB Amsterdam, The Netherlands.Email:j.j.ebbers@uva.nl;n.m.wijnberg@uva.nl

The concepts 'innovation' and 'organization' are redefined within the context of value and competition and the framework of the selection system. The new definitions enable a better understanding of the relationship between the type and importance of innovations and the characteristics of successful innovators.

Many contemporary markets, particularly markets of information technology products and information services, are characterized by increasing returns, including those resulting from bandwagon and network effects. At the same time, in larger firms, innovation often takes place in distinct units that are semi-autonomous and that have the responsibility for more than one phase in the product development process. In the most extreme case, a separate profit center is created within which research and development (R&D), production, marketing, and related activities are fully integrated and that has its own responsibility for external relations: an internal innovative venture. The central issue in this paper is the relation between the way firms organize their innovative activities and the market dynamics caused by bandwagon and network effects. We focus on the decision-making actors and we propose a categorization of causes of increasing returns and definitions of bandwagon and network effects that are consistent with this aim. We investigate the extent of internal autonomy of the unit, the extent of the integration of R&D, marketing and other activities in the product development process, and the extent of external autonomy. Three cases of projects creating software products, two of them in the same firm, demonstrate that the organization of innovation and the dynamics of the market are mutually dependent. More in particular, we hold that higher autonomy of teams, particularly in managing external relations, is important to cope with and manage bandwagon and network effects. Index Terms--Autonomy of project teams, bandwagon effects, increasing returns, network effects, organization of innovation.

The co evolutionary processes that take place between the way firms organize their innovative activities and the dynamics of the relevant markets are discussed. The focus is on the decision-making actors, causes of increasing returns and definitions of bandwagon and network effects that are consistent with this aim.

Value chain envy results when the portion of value captured at one stage is significantly higher than the portion of value created. This approach is applied to the music industry. Although value created has decreased, value captured remains high; the correlation between this finding and vertical integration and new entry is discussed.

Abstract This study examines whether and under what conditions reputational sanctions are a strong deterrent to imitative firm behaviour. Results indicate that reputational sanctions can be an effective barrier to [...]