Abstract
IT‐enabled innovations are critical for competitive success in a range of industries including financial brokerage. This paper addresses the crucial question: How do capability development strategies differ between first‐movers and late‐entrants in IT‐enabled services. We develop a theory based on two explorative case studies—Charles Schwab and Merrill Lynch. A comparative analysis reveals that governance choices are influenced by a company's attempts to strategically position itself as a first‐ or late‐mover in varying technological regimes.
| Original language | English |
|---|---|
| Pages (from-to) | 189-207 |
| Number of pages | 19 |
| Journal | Industry and Innovation |
| DOIs | |
| Publication status | Published - 2006 |