Who Captures Value in a Global Innovation System? The case of Apple's iPod

By Greg Linden, Kenneth L. Kraemer, Jason L. Dedrick. 2007

139 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/36fa4a9cc4d3614061bd342f41bd6fd1986ebf5b

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Citations in the corpus

Competitive advantage in the renewable energy industry: Evidence from a gravity model (2019, background): “The temporal dynamics of competitive advantage in the solar PV industry 15 The prominent example of such value capture is the iPod (Linden et al. 2007), where value added to the product through assembly in China is probably a few dollars at most. show that competitive advantage, once gained, may…”
Browsing as the killer app: Explaining the rapid success of Apple's iPhone (2010, background): “Linden, Kraemer, and Dedrick (2009) estimated how iPod returns are allocated between Apple and its various component suppliers, but a similar analysis of the iPhone would be complicated by the (undisclosed) division of product sale revenues between vendor and operator.”
Measuring success in the global economy: International trade, industrial upgrading, and business function outsourcing in global value chains (2009, background): “For example, Linden et al. (2007) estimate that only $4 of the $299 retail price of an Apple 30 gigabyte video iPod MP3 player is captured in China, where they are assembled and tested by the contract manufacturers based in Taiwan Province of China, Hon Hai (also known as Foxconn), Asustek and…”
Trade in Value Added and the Valued Added in Trade (2012, background): “This is often motivated by case studies for high-tech products such as the iPod (Varian, 2007; Linden et al., 2009) or iPhone (Xing and Detert, 2010).”
Global value chains in a post-Washington Consensus world (2014, unknown): “11 Note that the iPhone study and other similar studies (e.g., Linden et al., 2009; Dedrick et al., 2010) are based on tear-down analysis generated by supply chain management consultancies such as iSuppli.”