Structural Change And Innovation In U.S. Telecommunications

This paper reexamines broadly. from the standpoint of innovation, the arguments for vertical integration in the U.S. telecommunications industry in light of structural change since the breakup of the Bell System. While basic and applied research became the casualty of the 1984 breakup and the 1995 AT&T split, there is no evidence that the pace of innovative activity and productivity has slowed. Evidence from R&D and patent data suggests some acceleration of innovative activity. However. the service segment of the industry ceased to be the center of technological innovation. The source of future innovation seems to lie in the telecommunications and Internet equipment firms and independent software firms. The emergence of the competitive stand-alone software industry, combined with a trend towards open operating systems and customer demand for greater flexibility, and growing substitution of technology alliances for in-house R&D appear to have undermined the case for vertical integration in the telecommunications industry. From the standpoint of business strategy, the question of whether a firm like AT&T, notwithstanding its huge investments in cable facilities, can develop distinctive and sustainable capabilities through horizontal expansion and ubiquity and one-stopshopping marketing alone remains open.