Posts filtered by tags: by Carliss Y. Baldwin[x]


 

The IBM PC

The IBM PC was the first computer platform to be open by choice and not because of financial constraints. Initially, this openness kept IBM competitive. But IBM’s control over two strategic bottlenecks— standards embedded in the Basic Input Output System, and system integration and manufacturing of the computer itself—turned out to be weak. [Author: by Carliss Y. Baldwin]
Tags: College, Ibm, Carliss Y Baldwin, by Carliss Y. Baldwin


Platform Systems vs. Step Processes—The Value of Options and the Power of Modularity

This paper compares the value structure of platform systems and step processes, finding that step processes reward technical integration, unified governance, risk aversion, and the use of direct authority. Platform systems by contrast reward modularity, distributed governance, risk taking, and autonomous decision-making. [Author: by Carliss Y. Baldwin]
Tags: College, Carliss Y Baldwin, by Carliss Y. Baldwin, Power of Modularity


Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 5 Complementarity

Even as economics has theories about what assets and activities should be grouped together under common ownership and unified governance, in practice it sometimes makes sense to distribute complementary assets, skills, and activities across separate organizations. This paper investigates when and how this happens. [Author: by Carliss Y. Baldwin]
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Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 14 Introducing Open Platforms and Business Ecosystems

Platform systems have existed in various forms for centuries. Beginning in the 1980s and 1990s, newly competitive technology of open platform systems based on digital technology and modular architectures changed the structure of entire industries. This paper lays the groundwork for a comprehensive theoretical investigation of open platform systems. [Author: by Carliss Y. Baldwin]
Tags: College, Carliss Y Baldwin, by Carliss Y. Baldwin


The Value Structure of Technologies, Part 2: Technical and Strategic Bottlenecks as Guides for Action

This paper presents analytic tools to formulate strategy in large, evolving technical systems. It explains how value-enhancing technical change comes from the effective management of technical and strategic bottlenecks in conjunction with module boundaries and property rights. The analytic tools are used to explain the evolution of three historic technologies: early aircraft, machine tools, and container shipping. [Author: by Carliss Y. Baldwin]
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Design Rules, Volume 2: How Technology Shapes Organizations: Chapter 6 The Value Structure of Technologies, Part 1: Mapping Functional Relationships

Technology shapes organizations by influencing the search for value—something that someone perceives as a good—in an economy made up of free agents. To understand the organizations that will develop and implement particular technologies we must first understand the technologies’ value structure, including three main issues that make it difficult to value technologies. [Author: by Carliss Y. Baldwin]
Tags: College, Carliss Y Baldwin, by Carliss Y. Baldwin