Industry Change Through Vertical Disintegration: How and Why Markets Emerged in Mortgage Banking

By Michael G. Jacobides. 2005

486 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8744a0f0ec40a5243458f2604fe70f5b68c3629c

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Citations in the corpus

Resource-Based Theory and Corporate Diversification (2011, background): “For example, Jacobides (2005) studied the vertical disintegration of the mortgage banking industry.”
The Employment Relationship and Inequality: How and Why Changes in Employment Practices are Reshaping Rewards in Organizations (2013, background): “Some scholars have developed case studies of vertical disintegration and the outsourcing of production in industries such as electronics, banking, apparel, and automobiles (Jacobides, 2005; Jacobides & Billinger, 2006; Lamoreaux et al., 2003; Sturgeon, 2002).”
The market that never was: Turf wars and failed alliances in mobile payments (2015, unknown): “Mgmt. J. (2014)”
Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector (2016, background): “Others consider the facilitative role of incumbents (Jacobides, 2005; Song and Parry, 1997; Tripsas, 1997).”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “For example, Jacobides (2005) examined how boundaries in the mortgage banking market changed to be less vertically integrated (vertical disintegration).”
Opening Platforms: How, When and Why? (2008, background): “As platforms mature, their providers sometimes embrace modular technologies and cede responsibility for supplying certain complements to partners (Langlois & Robertson, 1992; Suarez & Utterback, 1995; Baldwin & Clark, 2000; Jacobides, 2005; Boudreau, 2008).”
Designing the Boundaries of the Firm: From Make, Buy, or Ally to the Dynamic Benefits of Vertical Architecture (2006, unknown): “It has also considered how capabilities, at the industry level, are affected by vertical scope; that is, how the nature of industry boundaries affects the evolution and the nature of capabilities in an industry (Cacciatori and Jacobides 2005, Jacobides and Winter 2005).”
Benefiting from innovation: Value creation, value appropriation and the role of industry architectures (2006, unknown): “More important, it still appears that many industry participants are not fully aware of the competitive implications of changing architecture (Morris and Ferguson, 1993; Iansiti and Levien, 2004; Jacobides, 2005, 2006 ).”
Creating Value through Offshore Outsourcing: An Integrative Framework (2013, unknown): “…and disintegrate value chain activities; for example, one stream of research argues that organizations should be more flexible, leaner, and more focused on their core competencies to stay competitive and responsive in hypercompetitive environments (Jacobides, 2005; Schilling and Steensma, 2001).”
The Architecture and Design of Organizational Capabilities (2006, unknown): “For instance, in a study of the UK construction sector, Cacciatori and Jacobides (2005) suggest that the division of labor between the different types of organizational participants sets in motion a trajectory of capability development.”
Special Issue: Frontiers of Organization Science, Part 2 of 2: Organizational Boundaries and Theories of Organization (2005, background): “For example, in mortgage banking, Jacobides (2005) found that differences in capabilities led firms to focus on different parts of the value chain.”
The Unbundling of Corporate Functions: The Evolution of Shared Services and Outsourcing in Human Resource Management (2010, background): “As vertical integration gave way to vertical dis-integration as the object of study, the existing distribution of capabilities in the supply market also became an important explanatory variable (Jacobides, 2005; Jacobides and Winter, 2005; Gereffi et al., 2006).”
The Dynamic Limits of Specialization: Vertical Integration Reconsidered (2005, unknown): “Third, what precipitated the change from disintegration to reintegration?”