The decision to make or buy a critical technology: semiconductors at Ericsson, 1980-2010

Glimstedt, Henrik; Bratt, Donald; Karlsson, Magnus

doi:10.1093/icc/dtq011

Cited by 17 publications

(8 citation statements)

References 21 publications

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“…In such segments, in fact, technological development was driven mainly by the quest for viable and effective system applications. But because the specific knowledge required for designing customized semiconductor devices was often tacit and difficult to transfer, it often required close interaction between system firms and their suppliers (Glimstedt, Bratt, and Karlsson, ).…”

Section: Research Context: the Us Semiconductor Industrymentioning

confidence: 99%

Bridging Knowledge Resources: The Location Choices of Spinouts

Adams

Fontana

Malerba

2017

Strategic Entrepreneurship

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Research summary This study develops a framework that links a typology of spinouts with distinct product/market strategies and the characteristics of localization economies to study location choice. Specifically, we examine focal spinouts and user‐industry spinouts entry into generic and market‐specific product categories and localization economies related to the focal industry and to downstream, user industries. We test our hypotheses on a sample of 413 spinouts in the U.S. semiconductor industry from 1997 to 2007. Our findings show that focal spinouts make different location choices than user‐industry spinouts and that such choices are mediated by product strategy at entry. Our results contribute to the literatures on location choice and strategic entrepreneurship. Managerial summary This study concerns the location choices of different types of spinouts at the moment of entry. Our study suggests that location may be a key decision for entrepreneurs to increase their exposure to potential knowledge spillovers. Location, therefore, should not be taken as a given in either studies or business plans related to entrepreneurship. Rather, location needs to be treated as a strategic choice to be exercised by new firms as they enter an industry. Our research also underscores the importance of downstream industries both as a source of entrepreneurship and as a source of knowledge. In some cases, localization economies related to downstream industries might offer greater potential to entrants than localization economies related to the focal industry. Copyright © 2016 Strategic Management Society.

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Section: Research Context: the Us Semiconductor Industrymentioning

confidence: 99%

Bridging Knowledge Resources: The Location Choices of Spinouts

Adams

Fontana

Malerba

2017

Strategic Entrepreneurship

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“…Once the positioning opportunities have been investigated, the analytic hierarchy process (AHP) must be used to contribute to the decision that is relevant to market positioning (step 3). The AHP method enables the modeling of tangible or intangible quantitative and qualitative variables by structuring the problem in a decision tree, in which the criteria that guide the choices are organized hierarchically (Gomes, Araya, & Carignano, 2004;Schmidt, 1995). In order to implement the six-step process, based on the criteria determined by Reis, Ladeira, and Fernandes (2015), it is necessary to establish the parameters that are capable of guiding the choices.…”

Section: Stepmentioning

confidence: 99%

Planning Technological Businesses: A Study of Market Positioning and the Value Chain

Fernandes

Reis

Sério

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. PLANNING TECHNOLOGICAL BUSINESSES:A Originality/gap/relevance/implications: The paper attempts to empirically validate the model proposed by Reis, Ladeira, and Fernandes (2015). In this regard, the paper facilitates the interpretation and application of concepts relevant to the business model's definition, thereby contributing to an estimation between theory and entrepreneurial practice. Key methodological aspects: The research is qualitative and adopts an action research methodology regarding 10 participating projects of the Incentive Program for Innovation held in the Universidade Federal de Ouro Preto, Minas Gerais. We conducted interviews with 38 professionals in order to understand the model's applicability in different contexts and to assess convergences and differences between each analyzed case. Summary of key results: The model's application proved to be relevant mainly for the early stages of business planning. The inclusion of the minimum viable product in the model helped with resource design and the development of a product with similar characteristics to market needs. It was suggested that the criteria used to assist the decision--making process were evaluated and selected by the team in accordance with the intended business strategy. Key considerations/conclusions: It is suggested that future research evaluates the inclusion of i) risk analysis and a contingency plan for the proposed business model and ii) the valuation of technology as an important step for projects that include the transfer of technology to established companies.1678-6971 (electronic version) • http://dx.doi.org/10.1590/1678-69712017/administracao.v18n3p70-116. Submission: November 10, 2016. Acceptance: March 15, 2017. Evaluation system: double blind review. UNIVERSIDADE PRESBITERIANA MACKENZIE. Silvio Popadiuk (Editor-in-Chief), Thaís Elaine Vick (Associate Editor), p. 70-116. KEYWORDSMarket positioning. Value chain. Business model. Minimum viable product. Technology-based enterprise.

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“…Glimstedt [18] reviewed the history which Ericsson outsourced technology from 1980 to 2010 and analyzed cyclical phenomenon between Outsourcing and Re-integration in this period. Ülkü et al [19] studied the product architecture in the supply chain.…”

Section: Literature Reviewmentioning

confidence: 99%

Product Architecture and Trade-ins for Managing Sequential Innovation

Zican¹,

Shen²

2017

Proceedings of the 2017 7th International Conference on Social Network, Communication and Education (SNCE 2017)

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Abstract. This paper studies the problem of whether the product design framework is modular or integrated when the durable goods are sequential innovation and manufacturers adopt the trade-in policy. It is assumed that consumer preferences for product quality are uniformly heterogeneous. Whether modular or integrated, the design architecture consists of the underlying module and the improvement module. The difference is that the modular architecture has a quality loss when upgrading the replacement module. In order to expand sales, the manufacturers used the trade-in policy to buy back the old products or modules. Through the study found that, when the second generation of products is rapidly improved, manufacturers should first stage sales of the first version product, the second stage the manufacturer to replace the first version product is the second generation of products, rather than the second version product sales. When the second version product is gradually improved, the new product launch time relatively early, manufacturers choose the integrated architecture; new product launch time is relatively late and the second version module quality performance improvement over the threshold, manufacturers choose to design modular architecture.

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The decision to make or buy a critical technology: semiconductors at Ericsson, 1980-2010

Cited by 17 publications

References 21 publications

Bridging Knowledge Resources: The Location Choices of Spinouts

Bridging Knowledge Resources: The Location Choices of Spinouts

Planning Technological Businesses: A Study of Market Positioning and the Value Chain

Product Architecture and Trade-ins for Managing Sequential Innovation

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