Technology Matters! Technological evolution, choice, transfer, and adaptation
Jan 15, 2016
Technology Matters!
Technological evolution, choice, transfer, and
adaptation
Two intertwined technological forces
The Moore’s law–the acceleration of computing power doubles about every 18 months One of Intel’s cofounders the faster, smaller, and cheaper digital devices
The Metcalfe’s law—the extending connectivity squares the network utility The inventor of Ethernet and the 3Com’s founder v=n², v=utility, n=the number of connected nodes
Reach and Richness contributed by wireless and broadband
Hardware innovation Processor & Storage: exponential
growth The speed & value attributed by the
Moore’s law bypassed the constraints of Rock’s law
Handheld & wearable IT devices Miniaturization & pervasiveness—
ubiquitous connectedness of embedded systems between and within home, office, and any entities.
Software creativity From proprietary to Portability & Interoperability
The platform/structural organizer of value network Portable programming languages Software/Data can interacts each other smartly under a
delegation world Distributed objects and standards
Ex ante, de jure negotiation but ex post de facto extension Manipulating the One-way/Two-way compatibility
The middleware/converter innovation—the purpose of leveragability vs. the strategy of cannibalization
Trends of Telecommunication
From circuits to packets TCP/IP protocol & QoS challenges DSP power & IPv6 compensate VoIP problem for DiffServ
From electrical to optical transmission From the core/backbone of network to the on-ramp/edge of net
work Butter’s law: fiber’s capacity could double every 9 months—D
WDM fiber capacity up to 57.6 terabits ps Overcoming the last mile
Fixed access—xDSL, cable modem, microwave LMDS, M/LEO (medium-/low-earth orbit) satellite
Sub-aerial mobile systems—1G,2G,3G, WLAN, Wi-max, 4G, etc.
Telecommunication convergence
Connection between the fixed-line networks and the wireless networks
PSTN, CATV, LAN, xDSL, FTTH, power GSM, CDMA, PHS, PCS, Wi-Fi, Wi-max, HomeRF, IrDA, satellite GP
S, LMDS, cdma2000, WCDMA, TD-SCDMA Connection between end devices and servers
PCs, NB, PDA, mobile phones, Home/office/personal appliances, vehicles
Telecom/mobile (virtual) network operators, CATV System operators, ISPs, WISPs,
Connection between decentralized contents and disperse transmission islands
HTML. XML languages IP, IPng technologies
Evolution of mobile standards
3G2.5G2G
cdmaOneIS-95A
cdmaOneIS-95A
GSMGSM
IS-95BIS-95B
PHSPHS
CDMA2000 1x IS-95C
CDMA2000 1x IS-95C
GPRSGPRS
HSCSDHSCSD
EDGEEDGE
WCDMAWCDMA
CDMA2000 1x EV DO
CDMA2000 1x EV DO
PDC-PPDC-P
PDCPDC
Minor routeMain route
CDMA2000 1x EV DV
CDMA2000 1x EV DV
4G vision
Complementors
Customers
1.Independent mobile phone vendors2.global telecom equipments vendors3.Contracted 3C retailers
1.mobile operators (PHS-, GSM-, CDMA-based network, MISPS)
2.WISPs (WLAN, MVNOs)3.Fixed-line operators, ISPs4.CATV system operators (tele
phony, WLAN+ADSL) 5.VOIP operators (P2P telepho
ny)6.GPS satellite services
1. specialized business users2. general consumer users
1.content providers2.PC/NB/PDA vendors3.network peripheral vendors (wireless card, PCMCIA card)
4.multi-mode phones
Suppliers
Value Net of telecom
CompetitorsTelecom
Extending readings Dertouzos, M. L. (1999), “The Future of Co
mputing,” Scientific American, 281(2), August, pp15-26.
Ackoff, R. (1967), “Management MISInformation Systems,” Management Science, 14(4), pp.147-56.
ITU 1999 Annual Report, “Challenges to the Network: Internet for Development,” http://www.itu.org
Strategic thinking between environmentalism and autonomy
Strategic gap
Competitiveadvantage
Core competence
Environmental scanning
Strategy formulation
Strategy implementation
Capabilitydevelopment
Resource planning
Resourcevaluation
Strategic intent
Environmentalism Autonomy
Strategic Intent
Hamel & Prahalad focus on aggressively developing internal competences to counteract dynamic, global, and turbulent environment for the glorious vision of the firm rather than passively defend to adapt to outside threats Not only to choose fitting strategies by existing internal
strengths to achieve external environmental opportunities
But also to build new capabilities and accumulate resources to create and exploit future markets.
E.g., Sony and Cannon
Referred papers Wade, Michael and John Hulland (2004), “Review:
The Resource-Based View and Information Systems Research: Review, Extension and Suggestions for Future Research,” MIS Quarterly, Volume 28, Number 1, pp.107-143.
Amit, R. and P. J. H. Schoemaker (1993), Strategic Assets and Organizational Rents,” Strategic Management Journal, vol.14, pp.33-46.
Dierickx, I. and K. Cool (1989), “Asset Stock Accumulation and Sustainability of Competitive Advantage,” Management Science, vol.35, pp.1504-11.
Wernerfelf, B. (1984), “A Resource-based View of the Firm,” Strategic Management Journal, vol.5, pp.171-180.
Referred papers (cont.)
Venkatesh, Viswanath, Michael G. Morris, Gordon B. Davis, and Fred D. Davis (2003), “User Acceptance of Information Technology: Toward a Unified View,” MIS Quarterly, Volume 27, Number 3, pp.425-78.
Bagozzi, R. P., and J. R. Edwards (1998), “A General Approach to Construct Validation in Organizational Research: Application to Measurement of Work Values,” Organizational Research Methods, 1(1), pp.48-87.
Referred papers (cont.) Bharadwaj, Anandhi S. (2000), “A resource-based perspective on inform
ation technology capability and firm performance: An empirical investigation,” MIS Quarterly, Vol. 24, Iss. 1.
Teece, D. J. (1998), “Capturing Value from Knowledge Assets: The New Economy, Markets for Know-how, and Intangible Assets,” California Management, Review, 40(3), pp.55-79
Peteraf, M. (1993), “The Cornerstones of Competitive Advantage: A Resource-based view,” Strategic Management Journal, vol.14, pp.179-91.
Mata, Francisco J, William L. Fuerst, and Jay B. Barney (1995), “Information technology and sustained competitive advantage: A resource-based analysis,” MIS Quarterly, Vol. 19, Iss. 4.
Castanias, R. P. and Helfat, C. E. (1991), “Managerial Resources and Rents,” Journal of Management, 17(1), pp. 155-71.
Barney, J. C. (1986), “Strategic Factor Markets: Expectations, Luck, and Business Strategy,” Management Science, 32(10), pp.1231-41.