2007
DOI: 10.1108/14636690710816444
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Strategic design issues of IMS versus end‐to‐end architectures

Abstract: PurposeThe paper aims to discuss the business issues surrounding the choice between the end‐to‐end internet architecture, in particular peer‐to‐peer networks, versus managed telecommunications architectures, in particular IMS, for the migration towards a next‐generation mobile system.Design/methodology/approachThe paper organises the arguments available in the literature and technical field along four critical business design dimensions, providing a balanced overview of both sides of the argument.FindingsThe p… Show more

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Cited by 3 publications
(3 citation statements)
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“…As the existing literature does not define the set of key assets and know-how for technology providers, the literature gap is filled through the case studies carried out. The R&C portfolio, whose identification took into consideration the “five tests” – inimitability, durability, appropriation, substitutability and competitive superiority – capable of discriminating from generic to critical assets and know-how [24]–[25], is divided into two main categories: platform technology and content management.…”
Section: Internal Strategy Analysis On Core Resources and Competenmentioning
confidence: 99%
See 1 more Smart Citation
“…As the existing literature does not define the set of key assets and know-how for technology providers, the literature gap is filled through the case studies carried out. The R&C portfolio, whose identification took into consideration the “five tests” – inimitability, durability, appropriation, substitutability and competitive superiority – capable of discriminating from generic to critical assets and know-how [24]–[25], is divided into two main categories: platform technology and content management.…”
Section: Internal Strategy Analysis On Core Resources and Competenmentioning
confidence: 99%
“…Unexpectedly, in the time interval under consideration, no significant trends taking the Full Asset TPs towards more innovative models are foreseen: these companies appear to be willing to leave their competitive potential unexpressed, under the banner of their “wait and see” strategy [25].…”
Section: Scenario Analysis: Future Trends In Business Models Evolumentioning
confidence: 99%
“…We define a mobile platform here as a generic functionality to search, access, and pay for mobile applications (Arbanowski et al, 2004). Mobile platforms are offered by device manufacturers (Basole & Karla, 2012;Holzer & Ondrus, 2011), telecom operators (Tee & Gawer, 2009;Ballon, 2009a;Braet & Ballon, 2007), and over-the-top service providers. Mobile platforms are especially suited for our research objective given the diversity in their governance-related, applications-related, and technological characteristics.…”
Section: Introductionmentioning
confidence: 99%