Mary Tripsas
There are 4 articles for this faculty member.
About Faculty in this Article:
Mary Tripsas is an associate professor in the Entrepreneurial Management unit at Harvard Business School.
The Influence of Prior Industry Affiliation on Framing in Nascent Industries: The Evolution of Digital Cameras
| Authors: | Mary J. Benner and Mary Tripsas |
|---|---|
| Published: | August 11, 2010 |
| Paper Release Date: | July 2010 (Revised December 2010) |
| Feature: | Working Papers |
Firms entering a new product market face tremendous ambiguity and competitive uncertainty, particularly when the new market is sparked by radical technological change. Potential customers have little or no experience with products, and during this period of turbulence, firms experiment with alternative product configurations, functions, and technologies. By studying the emergence of the consumer mass market for digital cameras, Carlson School of Management professor Mary J. Benner and HBS professor Mary Tripsas explore what factors influence a firm's initial introduction of product features during the nascent stage of a product market, and how the process of convergence on a standard set of features unfolds. In particular, they assess how a firm's prior industry affiliation influences its conceptualization of the product.
Published in 2008
Technology, Identity, and Inertia through the Lens of 'The Digital Photography Company'
| Author: | Mary Tripsas |
|---|---|
| Published: | October 31, 2008 |
| Paper Release Date: | September 2008 |
| Feature: | Working Papers |
Why do established firms find some technological change so challenging? While existing research has identified numerous sources of inertia in established firms exploring new technological domains, identity is a critical piece of the puzzle. As the core essence of an organization, identity directs and constrains action. The routines, procedures, capabilities, knowledge base, and beliefs of an organization all reflect its identity. So when a technology is identity-challenging to an organization—when pursuing it would violate the core beliefs of both insiders and outsides about what the firm represents—organizations face significant obstacles to adopting it. This study by Tripsas highlights the importance of recognizing and evaluating the tradeoffs associated with technological opportunity and organizational identity.
Getting Down to the Business of Creativity
| Published: | May 14, 2008 |
|---|---|
| Feature: | Research & Ideas |
Business leaders must manage and support creativity just as they would any other asset. Harvard Business School professors Teresa Amabile, Mary Tripsas, and Mukti Khaire discuss where creativity comes from, how entrepreneurs use it, and why innovation is often a team sport. From the HBS Alumni Bulletin.
Published in 2004
Radical Change, Entrepreneurial Opportunity
| Q&A with: | Michael J. Roberts and Mary Tripsas |
|---|---|
| Published: | July 5, 2004 |
| Feature: | Research & Ideas |
A key to exploiting radical technological change is to clear your vision of historical constraints and see new opportunities with a fresh perspective. Michael J. Roberts interviews HBS professor Mary Tripsas.
