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We argue that the collective assumptions of firms drive their actions and practices, and create the conditions of industry velocity. In our view, cognitive construction by firms is the primary driver of industry velocity. This is in contrast to the contingency views common in the literature, which hold that industry velocity plays a role by constraining and shaping firm strategies. Specifically, we suggest that firms develop unique assumptions, social networks, and feedback mechanisms; that these mechanisms perpetuate patterns of changes in collective beliefs and aggregate actions; and that these patterns in turn shape high- and low-velocity conditions. We examine these assertions by tracing the collective beliefs of three aircraft (low-velocity) and semiconductor (high-velocity) firms over a 20-year period (1977–1997). Our results suggest that the cognitive construction view of industry velocity is reasonable.

This volume focuses on the relatively young field of technology and innovation management, which is of growing interest to academics, students and practitioners as they engage more in questions surrounding the origin of innovation and the impact of changing technologies

"The causal mapping method has been used in a variety of research areas. The purpose of this book is to provide an introduction to causal mapping for IS researchers and practitioners, providing them everything they need to use causal mapping for both research and application"--Provided by publisher