Process innovation and the persistence of monopoly with labour-managed firms

Lambertini, Luca

doi:10.1007/s100580050021

Cited by 4 publications

(4 citation statements)

References 27 publications

(29 reference statements)

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“…We close the paper with a cautionary note: the present model does not consider additional elements worth analysing; some of the more significant would be: the distortions in the individual incentives for workers (Kremer, 1997); the distortion in investment in productive capacity (Futagami and Okamura, 1996; Lambertini and Rossini, 1998) or in R&D for process innovation (Lambertini, 1998); the different objectives chosen by the LM firm (see Oczkowski, 2006); the determination of the initial size of the firm. These issues are part of our plans for future research.…”

Section: Discussion and Concluding Remarksmentioning

confidence: 99%

Workers' Enterprises and the Taste for Production: The Arts, Sport and Other Cases

Cuccia

Cellini

2009

Scottish J Political Eco

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Section: Discussion and Concluding Remarksmentioning

confidence: 99%

Workers' Enterprises and the Taste for Production: The Arts, Sport and Other Cases

Cuccia

Cellini

2009

Scottish J Political Eco

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“…Accordingly to Charitou and Markides (2003), the challenge for incumbents is that in adopting a new business model, they might run the risk of damaging their existing business and undermine their existing business models (Charitou & Markides, 2003). Moreover, according to Gilbert, Newbery and Reinganun (1984), under conditions of uncertainty, incumbent enterprises already enjoying a degree of market power will invest less in radical innovations fearing the cannibalization of the revenue streams of the existing products. This has also to do with the fact that usually new technologies seem applicable only to smaller market segments.…”

Section: From Print To Screen: Changes and Challenges Facing The Braz...mentioning

confidence: 99%

“…The fear of Cannibalization may explain the current course of actions. Gilbert, Newbery and Reinganun (1984) argue that market-share leaders will hesitate to invest in radical innovation fearing the potential cannibalization of their products. In this sense, respondents know that there is something new coming.…”

Section: Reluctance To Fully Commitmentioning

confidence: 99%

From print to screen: changes and challenges facing the Brazilian publishing industry

Rodrigues¹,

Chimenti²,

Nogueira³

et al. 2014

RAUSP

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Do papel à tela: as transformações e os desafios da indústria editorial brasileiraAs novas tecnologias mudam drasticamente o modo como livros são produzidos e consumidos, evidenciando uma quebra de paradigma na indústria editorial. Neste estudo, procura-se compreender como a indústria editorial brasileira está enfrentando essas transformações, capazes de alterar profundamente seu modelo de negócios. Entrevistas em profundidade com os principais executivos de alguns dos principais atores da indústria editorial foram realizadas a fim de coletarem-se dados sobre como esses gestores percebem as mudanças em seu ambiente de negócios e como vão responder a essas transformações. Os resultados sugerem um panorama caracterizado por novos players chegando ao mercado brasileiro e por grande ansiedade decorrente da chegada dos livros digitais, que podem alterar de forma significativa questões relativas à gestão de direitos autorais e à precificação, potencialmente redefinindo o papel de um editor no processo de publicação. Como reflexo, os editores vêm construindo alianças como uma tentativa de preservar seu valor no mercado, ainda que se mantenham firmemente agarrados aos modelos de negócio tradicionais.

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“…This literature has been extended in several directions byHarris and Vickers (1985),Leininger (1991),Lippman and Mamer (1992),Budd et al (1993),Krishna (1993),Yi (1995),Lambertini (1998),Aghion et al …”

mentioning

confidence: 99%

R&D competition and the persistence of technology leadership

Beladi

Mukherjee

2020

Int J of Economic Theory

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We show that whether a technology leader invests more in R&D compared to a technology follower may depend on the R&D process and whether the follower is in the market. Considering Cournot competition, we show that if the firms are in the market, the technology leader (follower) invests more in R&D under a step‐by‐step R&D process (when the firms target similar technologies). However, if the technology follower can enter the market only if it is successful in R&D, the technology follower may invest more (invests more) in R&D under the step‐by‐step R&D process (when the firms target similar technologies). We also show the implications of Bertrand competition.

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Process innovation and the persistence of monopoly with labour-managed firms

Abstract: and two anonymous referees for insightful comments and discussion. The responsibility obviously remains with me only.

Cited by 4 publications

References 27 publications

Workers' Enterprises and the Taste for Production: The Arts, Sport and Other Cases

Workers' Enterprises and the Taste for Production: The Arts, Sport and Other Cases

From print to screen: changes and challenges facing the Brazilian publishing industry

R&D competition and the persistence of technology leadership

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