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The Drivers of ESI Adoption

In: Leveraged Innovation

Author

Listed:
  • Francis Bidault

    (Theseus Institute)

  • Charles Despres

    (Theseus Institute
    Ecole Supérieure de Commerce)

  • Christina Butler

    (London Business School)

Abstract

Lexington, Kentucky is the original site of IBM’s typewriter division and home of the world-famous IBM Selectric. Between 1970 and 1980, in the face of relentless foreign competition, the Lexington site went from being IBM’s most profitable division to its least. On the assumption that corporate overhead allocations were at least partly responsible, Lexington’s management asked IBM to turn the group into a subsidiary and give it a free hand in running the business. This coincided with a period of ‘non-core’ divestiture at IBM so that, with Lexington’s agreement, IBM went a step further: it sold the operation. Lexmark thus became a legal entity in March 1991. The name Lexmark was derived from ‘lexicon’ (pertaining to words) and ‘mark’ from the company’s saying that it was in the business of putting marks on paper.

Suggested Citation

  • Francis Bidault & Charles Despres & Christina Butler, 1998. "The Drivers of ESI Adoption," Palgrave Macmillan Books, in: Leveraged Innovation, chapter 4, pages 76-98, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-37782-0_4
    DOI: 10.1057/9780230377820_4
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    Cited by:

    1. Cowan, Kelly R. & Daim, Tugrul U., 2011. "Review of technology acquisition and adoption research in the energy sector," Technology in Society, Elsevier, vol. 33(3), pages 183-199.

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