Artificial intelligence (AI) technologies are engaged in a harsh battle for market dominance. This article examines the emergence of a dominant design in terms of technology, service, and business model innovation. We conduct a theoretical synthesis of the literature on industrial organization, technology management, network economics, operations management, and strategic management - with the implications of each theory related to the dominant-design battle in AI. The findings indicate a dominant design for AI will be based on innovation concerning business models as much as on technology, and that the dominant business model will include AI as a service.

Mercedes-Benz's Startup Autobahn is an open corporate accelerator built on an open innovation platform that enabled the automaker to screen thousands of startups, execute more than 150 pilot projects, and implement 17 innovative solutions between 2016 and 2021. Mercedes's experience demonstrates how companies can leverage the open corporate accelerator model to more effectively integrate startups into the corporate R&D processes and accelerate their innovation efforts.

Frustrated with the available means of working out while travelling, the three founders of PikoGym, a start-up out of Erlangen, Germany, had the idea to build a workout device that allowed users to train anywhere and everywhere. The lightweight and compact solution would be combined with a progressive web application to facilitate customers meeting up for workouts, provide motivation, and build community. PikoGym would be entering a growing but highly competitive and relatively fragmented market. Although competitors’ solutions were similar to PikoGym’s, they lacked the versatility and comfort offered by the latter. The three entrepreneurs wanted to ensure that their intellectual property (IP) management strategy aligned with their business goals and long-term plans for the company’s success.

Frustrated with the available means of working out while travelling, the three founders of PikoGym, a start-up out of Erlangen, Germany, had the idea to build a workout device that allowed users to train anywhere and everywhere. The lightweight and compact solution would be combined with a progressive web application to facilitate customers meeting up for workouts, provide motivation, and build community. PikoGym would be entering a growing but highly competitive and relatively fragmented market. Although competitors' solutions were similar to PikoGym's, they lacked the versatility and comfort offered by the latter. The three entrepreneurs wanted to ensure that their intellectual property (IP) management strategy aligned with their business goals and long-term plans for the company's success.

Most of the firms currently in the S&P 500 probably will not make the list in 15 years. In times of great uncertainty, managers are called upon to make the right strategic choices, preserve core businesses, and prepare their organizations for the future. How can managers make these choices when the industry is under transformation? In this article, we explore how the popular VUCA framework can help to make sense of turbulent contexts and drive the decision making of managers. We study the case of the energy industry, in which traditional business models eroded quickly and dominant players lost their positions. Based on personal interviews with the CEOs of RWE (Germany) and NRG Energy (U.S.), we analyze how these executives led transformation of their organizations. We get immersed in their decision-making processes and depict how the VUCA framework helps them to identify, map, and prepare their organizations to respond to the volatility, uncertainty, complexity, and ambiguity in their industry. We propose a guide for executive managers to navigate through VUCA contexts, taking into account the necessity to introduce short-and long-term responses that prepare organizations and stakeholders for an uncertain future.

There is undoubtedly hype around drones and their applications for private and professional users. Based on a brief overview of the development of the drone industry in recent years, this article examines the co-evolution of drone technology and the entrepreneurial activity linked to it. Our results highlight the industry emergence described as concept validation, including product as well as market growth with different phases of technological meaning change. We argue that further steps are needed to develop drones from nice toys to professional tools-from photography and filming applications to inspection services and large cargo logistics. For innovation managers and entrepreneurs, we describe what triggers the emergence of a technology and attracts the needed actors to unleash its transformative potential. Our research is based on industry reports, news, and market studies as well as interviews with four industry actors.