Roland Ortt - Academia.edu (original) (raw)

Papers by Roland Ortt

SSRN Electronic Journal, 2000

Large established firms are generally good at managing incremental innovations, yet they often fa... more Large established firms are generally good at managing incremental innovations, yet they often fail when developing and deploying radical innovations (RIs). Senior management at large firms is becoming increasingly aware of the importance of RIs. However, most of the large firms have failed to establish a mechanism i.e. a well defined organisational structure, management processes and resource allocation system, to develop RIs systematically. Such firms can learn from leading companies like Shell, Nokia and IBM who have successfully established RI mechanism and finely balanced their resources between incremental and radical innovations.

Management of Technology, 2008

Page 220. Chapter 13 Commercializing Breakthrough Technologies: Scenarios and Strategies1 J. Rola... more Page 220. Chapter 13 Commercializing Breakthrough Technologies: Scenarios and Strategies1 J. Roland Ortf, Chintan M. Shah**, and Marc A. Zegveld* * Department of Technology, Policy and Management (TPM), Delft University ...

Management of Technology …, 2008

In this chapter we focus on different strategies for commercialising breakthrough technologies. A... more In this chapter we focus on different strategies for commercialising breakthrough technologies. After the invention of their technology, pioneers might be confronted with completely different scenarios, each of which requires another strategy. These strategies are studied for the cases of the photocopier, video cassette recorder and microwave oven. Several conclusions are derived from the cases. The main actors involved in the breakthrough technologies change considerably in the course of time, and so do the customer segments and user applications. Usually, niche markets emerge first that diverge considerably from the mass market applications that emerge later. In our cases, pioneers of breakthrough technologies never create a mass market. After the pioneer, multiple entrants adopt a similar strategy but many of them have to leave the market later. Only a small number of them survives, either by consistently adopting a niche market strategy or by creating a mass market.

SSRN Electronic Journal, 2000

In this paper we focus on the different strategies used by companies during the process of develo... more In this paper we focus on the different strategies used by companies during the process of development and diffusion of breakthrough technologies. We distinguish three phases in this process and show that, depending on the length of these phases, pioneers might be confronted with completely different scenarios just after the invention of a breakthrough technology. Different strategies to commercialise breakthrough technologies are also distinguished: a mass market strategy, a niche market strategy and a wait-and-see strategy. We show that the result of these strategies can diverge considerably depending on the scenarios. These strategies are studied in detail for the cases of the photocopier, video cassette recorder, digital camera and microwave oven. Several conclusions are derived from the cases. The main actors involved in the development and diffusion of breakthrough technologies change considerably during the different phases. The market adaptation phase is the most turbulent among all phases: many actors enter and leave the market over a relatively short period of time while making substantial losses. Customer segments and user applications also change considerably during the phases. Usually, niche markets emerge first, i.e. specific customer segments using the technology in specific applications, which diverge considerably from the mass market applications that emerge later. In our cases, pioneers of breakthrough technologies never create a mass market. The pioneers that do survive stick to their niche market strategy. After the pioneer, multiple entrants adopt a similar strategy but many of them have to leave the market later. Only a small number of them survives, either by consistently adopting a niche market strategy or by creating a mass market. The strategy of the entrants that manage to create a mass market is discussed in more detail. The management implications of these findings are large. Companies should be well aware of which phase they are in; their strategies need to be adapted to the phase of the process, strategies that appear to be successful in the market adaptation phase, for example, can be detrimental in a later phase. The results of the case studies also indicate that most successful actors consistently pursue one strategy.

Management of Technology, 2008

Page 354. Chapter 21 Key Elements for Incubating Radical Innovations Successfully Chintan M. Shah... more Page 354. Chapter 21 Key Elements for Incubating Radical Innovations Successfully Chintan M. Shah*, Marc A. Zegveld**, Leo Roodharf**, and J. Roland Ortf* Department of Technology, Policy and Management (TPM), Delft ...

Journal of the Market Research Society Market Research Society, Sep 30, 1993

ABSTRACT

2013 8th International Conference on Standardization and Innovation in Information Technology (SIIT), 2013

ABSTRACT There is controversy among scientists whether standards and regulations hamper or stimul... more ABSTRACT There is controversy among scientists whether standards and regulations hamper or stimulate innovation. Using a new approach and a different data set, we argue with Swann and Lambert (2010) that this controversy is based on a false antithesis. Building on Swann and Lambert (2010), Swann (DTI, 2005) and King (2006) we focus on pre-existing standards and regulations, i.e., those that are not specific for the product innovation at hand and available prior to the development of the innovation. The effect on the innovation process is assessed in terms of the time interval between the invention of a technological principle and the first marketable product (development phase; Ortt, 2010), and the successive time interval that covers the period up to the start of large-scale industrial production and diffusion (adaptation phase; Ortt, 2010). We analyse fifty heterogeneous cases of radically new product innovations from the year 1850 onward. Our results indicate that pre-existing standards and regulations significantly shorten the adaptation phase; this effect is not found for the development phase of innovations. The effect on the adaptation phase is moderated by the novelty of the technology involved and the scope of the technological system. That is, pre-existing standards and regulations shorten the adaptation phase in particular for innovations that are part of large technological systems and contain new technologies. As the adaptation phase is often a time- and capital-intensive phase for industry, this accelerating effect on the diffusion of innovations is highly relevant for innovation managers and policy makers.

Series on Technology Management, 2010

2014 International Conference on Engineering, Technology and Innovation (ICE), 2014

ABSTRACT This paper examines the variables that determine innovation ecosystem reconfiguration un... more ABSTRACT This paper examines the variables that determine innovation ecosystem reconfiguration under disruptive technological change. The study focuses on the impact of disruption upon the innovation ecosystem, which is the network of firms that collaborate in producing a holistic, integrated product system. Three disruptive innovations - Bakelite, the microwave oven, and the photocopier - and respective ecosystems that have formed around the incumbent and the disruptive innovations are investigated by using historical data. Special attention is paid to the variables that are likely to have explanatory power in reshaping of the ecosystem. Four tentative research propositions are derived that can be examined in future research endeavors.

2014 IEEE International Conference on Industrial Engineering and Engineering Management, 2014

ABSTRACT

2012 18th International ICE Conference on Engineering, Technology and Innovation, 2012

ABSTRACT The article focuses on the role of niche markets in creating a market for radically new ... more ABSTRACT The article focuses on the role of niche markets in creating a market for radically new technologies. Managerially, niche strategies are important to build up a market. Scientifically, the information about these strategies is scattered. In a literature review four research questions are addressed: (1) Are different types of niches distinguished? (2) Are specific sequences of niches distinguished? (3) What are the factors that determine the emergence of niches? (4) Are different niche strategies distinguished? We found that articles focusing on technical details or on social aspects alone underestimate the difficulties in building up markets for radically new technologies. Three sequences of market niches are found to build up such markets. Many factors important for the emergence and selection of niches are found but the overview is lacking. We found two generic niche strategies and indicate when these strategies are applicable. The review discovers important gaps in the extant literature.

Entrepreneurship, Innovation and Sustainability, 2012

ABSTRACT This chapter will explore how an entrepreneurial approach can help creating sustainable ... more ABSTRACT This chapter will explore how an entrepreneurial approach can help creating sustainable development in developing countries. Different ways of framing relationships adopted by western countries have influenced these developing countries. We will distinguish three of them and will discuss how they have contributed to development. A major problem is that the traditional ways of framing relationships between western countries and developing countries are unsustainable in one way or another. They are unsustainable because they ignore economic principles (the costs outweigh the benefits), because they do not respect ecological principles (they pollute and thereby deplete natural resources in the long run) or because they ignore social principles (stakeholders benefit unevenly). The chapter will focus on small-scale entrepreneurial initiatives in developing countries with the aim to develop these countries in a sustainable way. We will not look at governmental aid (government to government) for developing countries. The chapter focuses on the following question: How can an entrepreneurial approach help developing countries develop sustainably? In this problem statement two terms play a central role: sustainable development and entrepreneurship. Both terms will be defined below.

International Journal of IT Standards and Standardization Research, 2014

Journal of Product Innovation Management, 1995

Journal of Product Innovation Management, 2014

International Journal of Technology Management, 2006

... New technologies, like CAD/CAM, also enable tools that facilitate innovation activities. ... ... more ... New technologies, like CAD/CAM, also enable tools that facilitate innovation activities. ... for them, assess the implications of implementation and, finally, make a selection and develop plans to make ... This being said, it will be clear that innovation is not a matter of optimising, but a ...

European Journal of Innovation Management, 2004

Diffusion of many successful communication technologies, like telephony and television technology... more Diffusion of many successful communication technologies, like telephony and television technology, follows an almost perfect S-shaped curve. This curve implies that, after their introduction, subsequent sales of products on the basis of these technologies can be predicted accurately. However, the diffusion of other breakthroughs in communication technologies, like interactive television, videotelephony or broadband mobile communication technology, shows a more erratic

SSRN Electronic Journal, 2000

Large established firms are generally good at managing incremental innovations, yet they often fa... more Large established firms are generally good at managing incremental innovations, yet they often fail when developing and deploying radical innovations (RIs). Senior management at large firms is becoming increasingly aware of the importance of RIs. However, most of the large firms have failed to establish a mechanism i.e. a well defined organisational structure, management processes and resource allocation system, to develop RIs systematically. Such firms can learn from leading companies like Shell, Nokia and IBM who have successfully established RI mechanism and finely balanced their resources between incremental and radical innovations.

Management of Technology, 2008

Page 220. Chapter 13 Commercializing Breakthrough Technologies: Scenarios and Strategies1 J. Rola... more Page 220. Chapter 13 Commercializing Breakthrough Technologies: Scenarios and Strategies1 J. Roland Ortf, Chintan M. Shah**, and Marc A. Zegveld* * Department of Technology, Policy and Management (TPM), Delft University ...

Management of Technology …, 2008

In this chapter we focus on different strategies for commercialising breakthrough technologies. A... more In this chapter we focus on different strategies for commercialising breakthrough technologies. After the invention of their technology, pioneers might be confronted with completely different scenarios, each of which requires another strategy. These strategies are studied for the cases of the photocopier, video cassette recorder and microwave oven. Several conclusions are derived from the cases. The main actors involved in the breakthrough technologies change considerably in the course of time, and so do the customer segments and user applications. Usually, niche markets emerge first that diverge considerably from the mass market applications that emerge later. In our cases, pioneers of breakthrough technologies never create a mass market. After the pioneer, multiple entrants adopt a similar strategy but many of them have to leave the market later. Only a small number of them survives, either by consistently adopting a niche market strategy or by creating a mass market.

SSRN Electronic Journal, 2000

In this paper we focus on the different strategies used by companies during the process of develo... more In this paper we focus on the different strategies used by companies during the process of development and diffusion of breakthrough technologies. We distinguish three phases in this process and show that, depending on the length of these phases, pioneers might be confronted with completely different scenarios just after the invention of a breakthrough technology. Different strategies to commercialise breakthrough technologies are also distinguished: a mass market strategy, a niche market strategy and a wait-and-see strategy. We show that the result of these strategies can diverge considerably depending on the scenarios. These strategies are studied in detail for the cases of the photocopier, video cassette recorder, digital camera and microwave oven. Several conclusions are derived from the cases. The main actors involved in the development and diffusion of breakthrough technologies change considerably during the different phases. The market adaptation phase is the most turbulent among all phases: many actors enter and leave the market over a relatively short period of time while making substantial losses. Customer segments and user applications also change considerably during the phases. Usually, niche markets emerge first, i.e. specific customer segments using the technology in specific applications, which diverge considerably from the mass market applications that emerge later. In our cases, pioneers of breakthrough technologies never create a mass market. The pioneers that do survive stick to their niche market strategy. After the pioneer, multiple entrants adopt a similar strategy but many of them have to leave the market later. Only a small number of them survives, either by consistently adopting a niche market strategy or by creating a mass market. The strategy of the entrants that manage to create a mass market is discussed in more detail. The management implications of these findings are large. Companies should be well aware of which phase they are in; their strategies need to be adapted to the phase of the process, strategies that appear to be successful in the market adaptation phase, for example, can be detrimental in a later phase. The results of the case studies also indicate that most successful actors consistently pursue one strategy.

Management of Technology, 2008

Page 354. Chapter 21 Key Elements for Incubating Radical Innovations Successfully Chintan M. Shah... more Page 354. Chapter 21 Key Elements for Incubating Radical Innovations Successfully Chintan M. Shah*, Marc A. Zegveld**, Leo Roodharf**, and J. Roland Ortf* Department of Technology, Policy and Management (TPM), Delft ...

Journal of the Market Research Society Market Research Society, Sep 30, 1993

ABSTRACT

2013 8th International Conference on Standardization and Innovation in Information Technology (SIIT), 2013

ABSTRACT There is controversy among scientists whether standards and regulations hamper or stimul... more ABSTRACT There is controversy among scientists whether standards and regulations hamper or stimulate innovation. Using a new approach and a different data set, we argue with Swann and Lambert (2010) that this controversy is based on a false antithesis. Building on Swann and Lambert (2010), Swann (DTI, 2005) and King (2006) we focus on pre-existing standards and regulations, i.e., those that are not specific for the product innovation at hand and available prior to the development of the innovation. The effect on the innovation process is assessed in terms of the time interval between the invention of a technological principle and the first marketable product (development phase; Ortt, 2010), and the successive time interval that covers the period up to the start of large-scale industrial production and diffusion (adaptation phase; Ortt, 2010). We analyse fifty heterogeneous cases of radically new product innovations from the year 1850 onward. Our results indicate that pre-existing standards and regulations significantly shorten the adaptation phase; this effect is not found for the development phase of innovations. The effect on the adaptation phase is moderated by the novelty of the technology involved and the scope of the technological system. That is, pre-existing standards and regulations shorten the adaptation phase in particular for innovations that are part of large technological systems and contain new technologies. As the adaptation phase is often a time- and capital-intensive phase for industry, this accelerating effect on the diffusion of innovations is highly relevant for innovation managers and policy makers.

Series on Technology Management, 2010

2014 International Conference on Engineering, Technology and Innovation (ICE), 2014

ABSTRACT This paper examines the variables that determine innovation ecosystem reconfiguration un... more ABSTRACT This paper examines the variables that determine innovation ecosystem reconfiguration under disruptive technological change. The study focuses on the impact of disruption upon the innovation ecosystem, which is the network of firms that collaborate in producing a holistic, integrated product system. Three disruptive innovations - Bakelite, the microwave oven, and the photocopier - and respective ecosystems that have formed around the incumbent and the disruptive innovations are investigated by using historical data. Special attention is paid to the variables that are likely to have explanatory power in reshaping of the ecosystem. Four tentative research propositions are derived that can be examined in future research endeavors.

2014 IEEE International Conference on Industrial Engineering and Engineering Management, 2014

ABSTRACT

2012 18th International ICE Conference on Engineering, Technology and Innovation, 2012

ABSTRACT The article focuses on the role of niche markets in creating a market for radically new ... more ABSTRACT The article focuses on the role of niche markets in creating a market for radically new technologies. Managerially, niche strategies are important to build up a market. Scientifically, the information about these strategies is scattered. In a literature review four research questions are addressed: (1) Are different types of niches distinguished? (2) Are specific sequences of niches distinguished? (3) What are the factors that determine the emergence of niches? (4) Are different niche strategies distinguished? We found that articles focusing on technical details or on social aspects alone underestimate the difficulties in building up markets for radically new technologies. Three sequences of market niches are found to build up such markets. Many factors important for the emergence and selection of niches are found but the overview is lacking. We found two generic niche strategies and indicate when these strategies are applicable. The review discovers important gaps in the extant literature.

Entrepreneurship, Innovation and Sustainability, 2012

ABSTRACT This chapter will explore how an entrepreneurial approach can help creating sustainable ... more ABSTRACT This chapter will explore how an entrepreneurial approach can help creating sustainable development in developing countries. Different ways of framing relationships adopted by western countries have influenced these developing countries. We will distinguish three of them and will discuss how they have contributed to development. A major problem is that the traditional ways of framing relationships between western countries and developing countries are unsustainable in one way or another. They are unsustainable because they ignore economic principles (the costs outweigh the benefits), because they do not respect ecological principles (they pollute and thereby deplete natural resources in the long run) or because they ignore social principles (stakeholders benefit unevenly). The chapter will focus on small-scale entrepreneurial initiatives in developing countries with the aim to develop these countries in a sustainable way. We will not look at governmental aid (government to government) for developing countries. The chapter focuses on the following question: How can an entrepreneurial approach help developing countries develop sustainably? In this problem statement two terms play a central role: sustainable development and entrepreneurship. Both terms will be defined below.

International Journal of IT Standards and Standardization Research, 2014

Journal of Product Innovation Management, 1995

Journal of Product Innovation Management, 2014

International Journal of Technology Management, 2006

... New technologies, like CAD/CAM, also enable tools that facilitate innovation activities. ... ... more ... New technologies, like CAD/CAM, also enable tools that facilitate innovation activities. ... for them, assess the implications of implementation and, finally, make a selection and develop plans to make ... This being said, it will be clear that innovation is not a matter of optimising, but a ...

European Journal of Innovation Management, 2004

Diffusion of many successful communication technologies, like telephony and television technology... more Diffusion of many successful communication technologies, like telephony and television technology, follows an almost perfect S-shaped curve. This curve implies that, after their introduction, subsequent sales of products on the basis of these technologies can be predicted accurately. However, the diffusion of other breakthroughs in communication technologies, like interactive television, videotelephony or broadband mobile communication technology, shows a more erratic