Innovation and competition in standard-based industries: a historical analysis of the US home video game market

Gallagher, Scott; Park, Seung Ho

doi:10.1109/17.985749

Cited by 155 publications

(129 citation statements)

References 27 publications

Supporting

Mentioning

115

Contrasting

Unclassified

Order By: Relevance

“…Today software developers are writing applications for Linux and the PalmPC platform, and developers have shown renewed interest in the Apple Macintosh now that Apple has released a new range of computers that is proving popular with consumers. 2 Technological innovations in video games have introduced new platforms, new competitors, and new competitive moves (Gallagher & Park, 2002). Every new platform introduction potentially alters the established network of links between developers and console manufactures.…”

Section: Platform Age As a Driver Of Linkagementioning

confidence: 99%

“…Programmable home video game consoles (hardware) and games, or game titles (software), are complements, since one is of little value without the other (Brandenberger & Nalebuff, 1996). The dynamism of this setting comes from the frequency with which manufacturers launch new generations of consoles with enhanced capabilities (for instance, faster processors, better graphics, and more memory) that offer game developers additional capabilities to exploit (Gallagher & Park, 2002). Thus, this setting provides a rich context in which to examine questions of preferential linkage driving network evolution.…”

Section: Research Setting: the Programmable Video Game Networkmentioning

confidence: 99%

See 1 more Smart Citation

Open Innovation and Strategy

Chesbrough¹,

Appleyard²

2007

California Management Review

988

589

View full text Add to dashboard Cite

A new breed of innovation-open innovation-is forcing firms to reassess their leadership positions, which reflect the performance outcomes of their business strategies. It is timely to juxtapose some new phenomena in innovation with the traditional academic view of business strategy. More specifically, we wish to examine the increasing adoption of more open approaches to innovation, and see how well this adoption can be explained with theories of business strategy. In our view, open innovation is creating new empirical phenomena that exist uneasily with wellestablished theories of business strategy. Traditional business strategy has guided firms to develop defensible positions against the forces of competition and power in the value chain, implying the importance of constructing barriers to competition, rather than promoting openness. Recently, however, firms and even whole industries, such as the software industry, are experimenting with novel business models based on harnessing collective creativity through open innovation. The apparent success of some of these experiments challenges prevailing views of strategy.At the same time, recent developments indicate that many of these experimenters now are grappling with issues related to value capture and sustainability of their business models, as well as issues of corporate influence and the potential co-option of open initiatives. In our view, the implications of these issues bring us back to traditional business strategy, which can inform the quest for sustainable business models. If we are to make strategic sense of innovation communities, ecosystems, networks, and their implications for competitive advantage, we need a new approach to strategy-what we call "open strategy."Open strategy balances the tenets of traditional business strategy with the promise of open innovation. It embraces the benefits of openness as a means of expanding value creation for organizations. It places certain limits on traditional business models when those limits are necessary to foster greater adoption of an innovation approach. Open strategy also introduces new business models based on invention and coordination undertaken within a community of innovators. At the same time, though, open strategy is realistic about the need to sustain open innovation approaches over time. Sustaining a business model requires a means to capture a portion of the value created from innovation. Effective open strategy will balance value capture and value creation, instead of losing sight of value capture during the pursuit of innovation. Open strategy is an important approach for those who wish to lead through innovation. The Insights and Limits of Traditional Business StrategyBusiness strategy is a wide and diverse field. The origins of the concept hearken back to Alfred Chandler's seminal Strategy and Structure, where he presented the first systematic and comparative account of growth and change in the modern industrial corporation.1 He showed how the challenges of diversity implicit in a strategy of gr...

show abstract

Section: Platform Age As a Driver Of Linkagementioning

confidence: 99%

Section: Research Setting: the Programmable Video Game Networkmentioning

confidence: 99%

Open Innovation and Strategy

Chesbrough¹,

Appleyard²

2007

California Management Review

988

589

View full text Add to dashboard Cite

show abstract

“…A study of the games industry in Ireland using face-to-face interviews found that, while Irish game companies have traditionally been strong technically, they tended to lack creative and business skills (Kerr 2002). As Gallagher and Park (2002) …”

Section: Heterogeneous and Embodied Knowledgementioning

confidence: 99%

Innovation and Knowledge in the Digital Media Sector

Preston¹,

Kerr²,

Cawley

2009

Information, Communication & Society

View full text Add to dashboard Cite

Academic research on service innovation has highlighted the distinct characteristics of services innovation, the knowledge complexes involved, and how services can be autonomous sites of innovation. It also highlights that successful services innovations are often not technology based but can depend on new organizational or managerial practices or marketing and distribution strategies. This paper makes an empirical and a conceptual contribution to this literature by focusing on one sub-sector of the services sector: digital media applications and services. Conceptually, this paper is interdisciplinary and draws upon a range of work on innovation and production in media and communication studies, innovation studies, evolutionary economics, and sociology. Empirically, this paper draws on ten years of qualitative case study research focused on innovation in the digital media sector in Ireland and, to a lesser extent, Europe. More specifically, we draw upon research on the internet, mobile, and games sectors. A key finding emerging from this research is that, despite the widespread popular and academic focus on technology and codified knowledge, a much broader knowledge base (particularly tacit, creative and non-technological knowledge) underpins successful innovative practices in digital media firms. This paper examines the combination of creative ideas and skills, social learning processes of content creators, management, market and business knowledge that underpin the development new digital media applications and services. It argues that a better understanding of the character of knowledge inputs and the innovative practices in digital media companies may contribute to a better understanding of innovation in the knowledge economy.

show abstract

“…Although the model has been applied to various cases [10][11][12][13][14], and the methodology has been used in various fields and context applications [12,[15][16][17][18][19][20][21][22][23][24], they have never been applied jointly in the automotive industry. By employing both the model and the methodology for this specific case, we contribute to the growing evidence that factors for technology dominance can be determined [6,[10][11][12][13][14]25,26], thereby contributing to the theory on standards battles. Finally, the practical contribution lies in reducing uncertainty for stakeholders involved in the process of choosing a technological alternative.…”

Section: Introductionmentioning

confidence: 99%

The Battle between Battery and Fuel Cell Powered Electric Vehicles: A BWM Approach

et al. 2017

View full text Add to dashboard Cite

Abstract:The transition to a more sustainable personal transportation sector requires the widespread adoption of electric vehicles. However, a dominant design has not yet emerged and a standards battle is being fought between battery and hydrogen fuel cell powered electric vehicles. The aim of this paper is to analyze which factors are most likely to influence the outcome of this battle, thereby reducing the uncertainty in the industry regarding investment decisions in either of these technologies. We examine the relevant factors for standard dominance and apply a multi-criteria decision-making method, best worst method, to determine the relative importance of these factors. The results indicate that the key factors include technological superiority, compatibility, and brand reputation and credibility. Our findings show that battery powered electric vehicles have a greater chance of winning the standards battle. This study contributes to theory by providing further empirical evidence that the outcome of standards battles can be explained and predicted by applying factors for standard success. We conclude that technology dominance in the automotive industry is mostly driven by technological characteristics and characteristics of the format supporter.

show abstract

Innovation and competition in standard-based industries: a historical analysis of the US home video game market

Cited by 155 publications

References 27 publications

Open Innovation and Strategy

Open Innovation and Strategy

Innovation and Knowledge in the Digital Media Sector

The Battle between Battery and Fuel Cell Powered Electric Vehicles: A BWM Approach

Contact Info

Product

Resources

About