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

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.     

Technological Innovation and Its Impact on Business Model, Organization and Corporate Culture – IBM’s Transformation into a Globally Integrated, Service-Oriented Enterprise

This article investigates the influence of information and communication technology (ICT) on business transformation. First, the general, ICT-driven development lines of globalization and service-orientation are described. Then, an analysis of the IBM Corporation’s transformation over the past 50 years into a globally integrated, service-oriented company illustrates that ICT innovations must be dealt with by simultaneous adaptation of business model, organization and corporate culture. For many companies the ability to manage this change becomes increasingly critical.

DB2 pureScale方案前景分析

随着信息技术的不断发展，银行业实现开放平台数据库共享的需求也越来越强烈，迫切希望实现开放平台数据库健壮性和处理容量的提升。2009年，IBM推出DB2 pureScale技术，为数据库技术翻开了暂新的一页。     

IBM公司的独特"软功夫"及其启示

IBM公司最初的“服务”,主要是附加于硬件产品之上的技术服务以及服务态度。如果把“IBM就是服务”看作是一种“软功夫”,则进入21世纪之后,IBM公司的“软功夫”发生了根本的变化。变化后的“软功夫”的三大支撑是服务、软件和技术开发,并由此构成他人不可复制的系统化竞争能力。     

跨国企业的供应链挑战与对策——IBM供应链战略实例

全球化已经影响到社会和企业的各个方面,面对新的经济环境,全球化问题、成本控制、客户需求掌握、风险管理、商业智能等都是企业供应链面临的新挑战。IBM的供应链战略主要从全球化的应对、成本控制措施、客户需求挖掘、风险预警升级、商业智能优化等方面改进,提升了企业供应链的稳定性、灵活性、高竞争性。通过相关对策的实施,表明IBM的供应链战略是实际有效的。     

多主体参与的服务创新模式管理研究——基于IBM案例的分析

在现代服务创新中,越来越多的创新参与者,包括顾客、供应商、员工和管理者等都参与其中,这种多主体参与的服务创新模式在实践中越来越受企业所采用.本文在探讨该创新模式内涵的基础上,提出多主体参与的服务创新是一种基于服务特征导向的创新模式,是一种以企业为主导的资源内向整合的开放式创新活动.在对该模式的管理实践中,IBM公司取得了较好的效果.本文通过对IBM公司的案例研究,发现IBM公司在对多主体参与的服务创新管理中,其成功之处主要在于有效调动各种创新资源参与创新的积极性、正确引导和管理参与者在创新中的行为、充分发挥网络虚拟组织在创新中的作用等方面,但同时也存在管理难度和成本较大等问题.本文的研究为提升现代服务企业创新能力和管理水平,促进采取更高效的服务创新模式提供了理论依据和启示借鉴.     

用开放式创新破译IBM公司的商业模式

IBM在20世纪六七十年代是一家管理很有效率的垄断公司,但当时的IBM只有内部研发,且市场化路径也是完全在内部进行。而随着科技的发展,IBM的员工离职情况和行业内的新建公司数量都在不断增加,其技术创新能力受到了挑战。曾经封闭式创新模式已经逐步地被新模式取代,驾驭IBM多年的商业模式是一种关注外部、有选择性地将外部创新整合到公司商业活动中的开放式,适应强的商业模式。     

联想和IBM背后的中美当代商业文化差异

联想和IBM同属于当代兴起的IT行业,但它们在企业文化乃至其所代表的商业文化价值取向方面存在明显的差异.本文从两家企业的核心价值观、企业管理制度和市场战略三个方面来分析当代中美商业文化的特征和差异,通过分析和比较,揭示出了差异的根源和利弊,为理解和促进中美商业文化发展提供一个全新的、健康的视角.     

Forecasting unstable and nonstationary time series

Many time series are asymptotically unstable and intrinsically nonstationary, i.e. satisfy difference equations with roots greater than one (in modulus) and with time-varying parameters. Models developed by Box–Jenkins solve these problems by imposing on data two transformations: differencing (unit-roots) and exponential (Box–Cox). Owing to the Jensen inequality, these techniques are not optimal for forecasting and sometimes may be arbitrary. This paper develops a method for modeling time series with unstable roots and changing parameters. In particular, the effectiveness of recursive estimators in tracking time-varying unstable parameters is shown with applications to data-sets of Box–Jenkins. The method is useful for forecasting time series with trends and cycles whose pattern changes over time.     

Product strategy choices – Honeywell and RCA mainframe computer product strategies 1963–71

IBM's System/360 family of mainframe computers has been rightly considered as one of the most ambitious product developments of all time. However, what of the responses to it? This paper looks at two companies which directly targeted IBM's customer base. One, Honeywell, chose to target customers of IBM's older technology offering backwardly compatible, updated systems, exploiting IBM's move to a new technology. RCA, ostensibly one of the technically capable electronics companies of the era, tackled IBM head-on by producing a series of systems compatible with IBM's latest generation equipment – a strategy of forward compatibility. The cases on Honeywell and RCA focus not only on their product strategy but also on the timing of their investments. Specifically it highlights that, while the concentrically diversified nature of RCA provided it with the ability to develop computers, RCA's investment decisions were based on internal resource allocation logic, not a market-driven logic.