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Author ORCID Identifier
Campus-Only Access for Five (5) Years
Doctor of Philosophy (PhD)
Year Degree Awarded
Month Degree Awarded
Business Administration, Management, and Operations | Marketing | Technology and Innovation
This dissertation explores emerging innovation phenomena in two domains: pipeline and platform innovation domains, which are distinguishable because innovations are very much different under them. Innovations under the pipeline innovation domain are often classified into a certain form, such as product innovations, while innovations in the platform innovation domain are not singularly confined to one form. Regarding the pipeline innovation domain, extant innovation literature has taken the predominant technological view while paid less attention on non-technological perspective. However, marketing innovations, which are non-technological type of innovation, are increasingly adopted worldwide. Thus, I introduce my Essay 1 to explore how marketing innovations create value for companies. Moreover, prior literature has highlighted a compelling need for managing technological and marketing innovations but little is known about how firms actually do so. My Essay 2 will reveal firms’ actual patterns of managing them. Since existing innovation knowledge is mostly confined to pipeline innovation domain, platform innovations remain virtually unknown. Hence, I extend to discover the value of platform innovations in Essay 3.
Essay 1 provides a comprehensive examination of marketing innovations and understand their effects on firm value. With a large panel-data study, this essay reveals that marketing innovations are as effective as technological innovations in driving firm value. In addition, marketing innovations are not created equal; and their two different forms (i.e., market-driven and market-driving) exhibit unique mechanisms to address three forces of market dynamism, including demand uncertainty, technological turbulence, and competitive intensity.
Since both technological and marketing innovations are two major profit drivers, Essay 2 extends on revealing firms’ actual patterns of managing them. Two patterns of ambidexterity are identified: a simultaneous pattern and a sequential pattern. In a panel-data study, the findings reveal a large-and-small firm dilemma in adopting and reaping benefits from these patterns. The findings indicate that the effects of two ambidextrous patterns are also contingent upon firm- and industry-specific attributes and vary from short-term and long-term.
Since existing innovation knowledge is confined to pipeline innovation domain, my Essay 3 takes the first study to uncover the value of platform innovations. This study identifies two major types of platform innovations: same-side (producer-to-producer and consumer-to-consumer) and cross-side (producer-to-consumer) innovations. With a large-scale event study, the findings reveal the performance implications of same-side and cross-side innovations, and how their effects vary from the nature, growth, and uncertainty of network effects attached to the platform. Overall, this dissertation contributes to enriching our understanding of innovations under pipeline and platform innovation domains as well as provides significant managerial implications to managers.
Zhang, Shaoling Katee, "Managing Traditional Pipeline and Platform Innovation" (2018). Doctoral Dissertations. 1393.