Open business models and platform mediated networks: an application in the mobile industry
Tài liệu tham khảo
Cooke, P. “New Economy Innovation Systems: biotechnology in Europe and the USA”. Industry and Innovation, 2001; 8 (3):267-289. in press.
Von Hippel, E. Lead Users: A Source of Novel Product Concepts. Management Science 1986; 32 (7):791-805. in press.
Von Hippel, E. The High Promise of Research on Open Source Software, Management Science, 2006; 52 (7): 975-983. in press.
Chesbrough, H. Why companies should have open business models, MIT Sloan Management Review, 2007; 48 (2): 22-28. in press.
De Jong, J.P.J.; Vanhaverbeke, T.; Kalvet, T.; Chesbrough Policies for Open innovation: Theory, framework and cases. Research project funded by VISION Era-Net, Helsinki: Finland. 17, 2008. in press.
Chesbrough, H.W. Graceful Exits and Missed Opportunities: Xerox's Management of its Technology Spinoff Organizations. Business History Review, 2002; 76 (4): 803-838. in press.
Franke, N., von Hippel, E. and Schreier, M. Finding commercially attractive user innovations: A test of lead user theory. Journal of Product Innovation Management, 2006; 23 (4):301-315. in press.
Jeppesen, L.B.; Frederiksen, L. Why do users contribute to firm-hosted user communities? The case of computer-controlled music instruments. Organization Science, 2006; 17 (1):45-63. in press.
Lakhani, K.; Von Hippel, E. How open source software works: “free” user-to-user assistance. Research Policy, 2003; 32:923-943. in press.
Von Hippel, E.; Katz, R. Shifting Innovation to Users via Toolkits. Management Science, 2002; 7:821-833. in press.
Thomke, S.; von Hippel, E. Customers as Innovators: A New Way to Create Value. Harvard Business Review, 2002; 4:74-81. in press.
Lakhani, K.; Von Hippel, E. How open source software works: “free” user-to-user assistance. Research Policy, 2003; 32: 923-943. 18. in press.
Jeppesen, L.B.; Frederiksen, L. Why do users contribute to firm-hosted user communities? The case of computer-controlled music instruments. Organization Science, 2006; 17 (1): 45-63. in press.
West, J.; Gallagher, S. Challenges of open innovation: the paradox of firm investment in open-source software. R&D Management, 2006; 36 (3), 319-331. in press.
Eisenmann, T.; Parker, G.; Van Alystine, M.W. Platform envelopment. Strategic Management Journal, 2011; 32(12): 1270-1285. in press.
Eisenhardt, K.M. Building Theories from Case Study Research. The Academy of Management Review, 1984; 14(4): 32-550. in press.
Yin, R. Case study research: design and methods. SAGE: London, 2003. in press.
Myers, M., “Qualitative research in information systems”, MIS Quarterly, 1997; 21 (2): 241-242. in press.
Todd, D., “Mixing Qualitative and Quantitative Methods: Triangulation in Action”. Administrative Science Quarterly, 1979; 24(4): 602-611. in press.
Hobday, M.; Davies, A.; Prencipe, A. “Systems integration: a core capability of the modern corporation”, Industrial and Corporate Change, 2005; 14 (6), 1109-1143. in press.
Eisenmann, T. “Platform-mediated networks: Definitions and core concepts”. Harvard Business School note; 2006, 807-849. in press.
Rochet, J.; Tirole, J. “Platform competition in two-sided markets”. Journal of the European Economic Association, 2003; 1(4), 990-1029. in press.
Economides, N.; Katsamakas, E. “Two-Sided Competition of Proprietary vs. Open Source Technology Platforms and the Implications for the Software Industry”. Management Science, 2006; 7,1057-1071. in press.
Eisenmann, T. “Managing Proprietary and Shared Platforms”. California Management Review, 2008; 50 (4), 31-53. in press.
Sherer, F.; Ross, D. Industrial market structure and economic performance. Ed. Houghton-Mifflin, London 1990. in press.
Eisenhardt, K.M.; Brown, S.L. “Patching-Restitching Business Portfolios in Dynamic Markets”. Harvard Business Review, 1999; 77 (3), 72-82. in press.
Nadler D.A.; Tushman, M.L. “The Organization of the Future: Strategic Imperatives and Core Competencies for the 21st Century”. Organizational Dynamics, 1999; 28 (1), 45-60. in press.
Baldwin, C.Y. and Clark, K.B. “Design Rules, The Power of Modularity”, MIT Press, Cambridge, MA,;1; 2000. in press.
Salvador F.; Forza C. “Modularity, product variety, production volume, and component sourcing: theorizing beyond generic prescriptions”. Journal of Operations, 2002; 48 (3):337-338. in press.
Schilling M.A.; Steensma H.K. “The use of modular organizational forms: An industry-level analysis”. Academy of Management Journal, 2001; 44 (6): 1149-1168. in press.
Garud, R. and Kumaraswamy, A. “Technological and organizational designs to achieve economies of substitution”, Strategic Management Journal, 1995; 16, Summer Special Issue, 93-110. in press.
De Pablos, C., López, D. “Open Innovation in Firms and Public Administrations: Technologies for Value Creation”. Ed. IGI Global, Hersey, 2011. in press.
Chesbrough, H. “Open Business Models: How to Thrive in the New Innovation Landscape”. Ed. Harvard Business Review Press, Harvard, 2006. in press.
Lorenzo, M. “Open IT-Based Innovation: Moving Towards Cooperative IT Transfer and Knowledge Diffusion”. IFIP International Federation for Information Processing, Boston: Springer, 2008. in press.
Labs. Ericsson Labs. Retrieved February 2012, from htt**ps://labs.ericsson.com/. in press.
Contest, “Application Awards”. Retrieved September 2010, from http://www.ericssonapplicationawards.com/Labs. Ericsson Labs and Retrieved February 2012, from ht**tps://labs.ericsson.com/. in press.
Xiologic. “Mobile ecosystems statistics”. Retrieved March 2012, from ht**tp://xyologic.com/. in press.