Platform control during battles for market dominance: The case of Apple versus IBM in the early personal computer industry

被引：38
作者：
den Hartigh, Erik [1 ]
Ortt, J. Roland [2 ]
van de Kaa, Geerten [2 ]
Stolwijk, Claire C. M. [3 ]
机构：
[1] Ozyegin Univ, Fac Business, Nisantepe Mahallesi,Orman Sokak 34-36, TR-34794 Istanbul, Turkey
[2] Delft Univ Technol, Fac Technol Policy & Management, NL-2600 AA Delft, Netherlands
[3] TNO, Strategy & Policy Innovat, Delft, Netherlands
来源：
TECHNOVATION | 2016年 / 48-49卷
关键词：
Standards; Industry platforms; Platform control; Platform leadership; Innovation; Battles for market dominance; Apple; IBM PC; INTEGRATIVE FRAMEWORK; TECHNOLOGY SUCCESS; INNOVATION; FAILURE; NETWORK; COMPETITION; DYNAMICS; EVOLUTION; SYSTEMS;
D O I：
10.1016/j.technovation.2015.12.001
中图分类号：
T [工业技术];
学科分类号：
08 ;
摘要：
We conduct a case study of the battle for market dominance between the industry platforms led by Apple and by IBM in the early personal computer industry (1977-1986). Platform leaders such as Apple or IBM need to consider many technological, strategic, and network factors in managing their industry platforms. We explore how platform leaders deploy these factors and their interactions during a battle for market dominance. We find that platform leaders choose various control modes to do so, ranging from central control to distributed control. The adoption of these control modes is dependent on the choice of being first entrant with a technological discontinuity (central control) or follower (distributed control). Within a control mode, technological, strategic, and network factors are managed in a coherent way. (C) 2015 Elsevier Ltd. All rights reserved.
引用
收藏
页码：4 / 12
页数：9
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