Technological Competition and the Structure of the Computer Industry

By T. Bresnahan, Shane M. Greenstein. 2003

574 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/16749f1791f389a38077ad2915a0fe9737626a36

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

Citations in the corpus

The Impact of Artificial Intelligence on Innovation (2018, background): “A rich empirical literature examining the productivity impacts of information technology point to the role of the microprocessor as a GPT as a way of understanding the impact of IT on the economy as a whole (among many others, Bresnahan and Greenstein (1995); Brynjolfsson and Hitt (1999); and Bresna”
The resource-based view and economics (2001, methodology): “The company’s Windows operating system represents a platform, in the terminology of Bresnahan and Greenstein (1999), in that it provides a common base for a wide variety of software applications.”
Competing on Standards? Entrepreneurship, Intellectual Property, and Platform Technologies (2009, unknown): “For example, when IBM opened up the personal computer architecture—which become the “Wintel” standard—there was a great deal of entry and experimentation in the design of both PCs and peripheral devices (Bresnahan and Greenstein, 1999).”
Platform Competition: A Systematic and Interdisciplinary Review of the Literature (2020, unknown): “Thus console producers that attempted to come to market without in-house games production (e.g., Philips, NEC, 3DO) all failed, while console producers that were well-established games producers before launching a console (e.g., Nintendo, Sega) or diversified into video games production or subsidiza”
Platform Owner Entry and Innovation in Complementary Markets: Evidence from Intel (2007, unknown): “Our definition is closer to the one of Bresnahan and Greenstein (1999) who define a platform as a bundle of standard components around which buyers and sellers coordinate efforts, or West (2003) who defines it an architecture of related standards, allowing modular substitution of complementary…”
Platform Ecosystems: How Developers Invert the Firm (2017, unknown): “A growing literature has focused on leadership (Gawer and Cusumano 2008), economics (Bresnahan and Greenstein 1999; Farrell et al. 1998), launch (Bhargava et al. 2013), and strategies for managing platforms (Boudreau 2010; Cusumano 2010).”
Industry Platforms and Ecosystem Innovation (2013, background): “For example, Bresnahan and Greenstein (1999), in their study of the computer industry ,”
Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, methodology): “The example of the IBM PC provides a case in point (e.g., Baldwin & Clark, 2000; Bresnahan & Greenstein, 1999; Gawer & Cusumano, 2002): IBM, not exactly a B2C company, followed precisely the above blueprint-based process when designing the distributed PC architecture—a value proposition that was…”
Institutional Work as Logics Shift: The Case of Intel’s Transformation to Platform Leader (2013, methodology): “…of the supply chain shifted away from competition between vertically integrated firms that offered closed systems, to competition between coalitions of firms specializing in compatible components (Farrell, Monroe & Saloner, 1998) built around technological platforms (Bresnahan & Greenstein, 1999).”
Unpaid Crowd Complementors: The Platform Network Effect Mirage (2015, unknown): “It is this second condition we must reconsider in relation to changing organization and motivations of complementors: when sales incentives are missing, do platform scale and growth continue to generate mounting complementor investments of time, effort, and material and increased development (Bresna”
Browsing as the killer app: Explaining the rapid success of Apple's iPhone (2010, background): “The only major exception to this integrated pattern came with the “Wintel” duopoly, in which Microsoft and Intel were the dominant PC suppliers as unintended beneficiaries of IBM’s longstanding market power (Moschella, 1997; Bresnahan and Greenstein, 1999).”
The Architecture of Platforms: A Unified View (2008, background): “Bresnahan and Greenstein (1999) developed a theory to explain the evolving structure of the computer industry, which remained concentrated around a small number of dominant platforms even as competition intensified within certain market segments.”
Empirical Tests of Optimal Cognitive Distance (2004, background): “…discussion of technological competition in ICT industries in the period under study and its implications for industry dynamics, see, for instance, Bresnahan and Greenstein (1999), Langlois and Robertson (1992). mutual understanding and, hence, learning, while substantially increasing the…”