Trends and patterns in interfirm R&D networks in the global computer industry: An analysis of major developments, 1970-1999

Business History Review

Volumn 80, Issue 4, 2006, Pages 725-746

  Cloodt, Myriam ^a   Hagedoom, John ^b   Roijakkers, Nadine ^a  

^a EINDHOVEN UNIVERSITY OF TECHNOLOGY   (Netherlands)

^b MAASTRICHT UNIVERSITY   (Netherlands)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 34147124115     PISSN: 00076805     EISSN: None     Source Type: Journal    
DOI: 10.2307/25097267     Document Type: Article

References (145)

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9. We do realize that companies in general, and specifically in the international computer industry, see mergers and acquisitions as an important alternative mode for obtaining R&D competencies. However, in our study, we focus on the sharing of R&D resources and R&D inputs through cooperation among independent companies. In addition, major trends and patterns in mergers and acquisitions constitute a different subject that will draw attention from the main purpose of our study: the analysis of trends and patterns in interfirm R&D networks.
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30. Hladik, International Joint Ventures;
31. Obleros and MacDonald, "Strategic Alliances";
32. Park, Chen, and Gallagher, "Firm Resources as Moderators";
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34. Hagedoorn, "Inter-firm R&D Partnerships";
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38. Hagedoorn, "Understanding the Rationale of Strategic Technology Partnering" and "Inter-firm R&D Partnerships";
39. Hladik, International Joint Ventures;
40. Nielsen, "An Empirical Investigation of the Drivers of International Strategic Alliance Formation";
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43. Ibid. See also Farid Harianto and Johannes Pennings, "Technological Convergence and Scope of Organizational Innovation," Research Policy 23 (1994): 293;
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56. Bresnahan and Malerba, "Industrial Dynamics."
57. Malerba et al., "'History-friendly' Models of Industry Evolution."
58. Bresnahan and Malerba, "Industrial Dynamics";
59. Raphael, "The Changing Structure of the Global Information Industry";
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63. However, as one referee pointed out, there are also firms (i.e., Sony, Compaq, Toshiba, and Fujitsu-Siemens) that increased their number of R&D partnerships during this period in order to obtain premium prices by differentiating their top-brand PCs from commodity PCs. See Mazzucato, "The PC Industry."
64. John Hagedoorn and Geert Duysters, "External Appropriation of Innovative Capabilities: The Choice between Strategic Partnering and Mergers and Acquisitions," Journal of Management Studies 39 (2002): 167-88.
65. Berg, Duncan, and Friedman, "Joint Venture Strategies and Corporate Innovation";
66. Hladik, International Joint Ventures.
67. Paul Beamish and John Banks, "Equity Joint Ventures and the Theory of the Multinational Enterprise," Journal of International Business Studies 18 (1987): 1-16;
68. Peter Buckley and Mark Casson, "A Theory of Cooperation in International Business," in Cooperative Strategies in International Business, eds. Farok J. Contractor and Peter Lorange (Lexington, Mass., 1988), 31-54;
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70. Hans Mjoen and Stephen Tallman, "Control and Performance in International Joint Ventures," Organization Science 8 (1997): 257-74.
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72. Obleros and MacDonald, "Strategic Alliances."
73. See also John Hagedoorn, "Trends and Patterns in Strategic Technology Partnering since the Early Seventies," Review of Industrial Organization 11 (1996): 601-16,
74. and "Interfirm R&O Partnerships";
75. John Hagedoorn and Rajneesh Narula, "Choosing Organizational Modes of Strategic Technology Partnering: International and Sectoral Differences," Journal of International Business Studies 27 (1996): 265-84;
76. Rajneesh Narula and John Hagedoorn, "Innovating through Strategic Alliances: Moving towards International Partnerships and Contractual Agreements," Technovation 19 (1999): 283-94.
77. Bresnahan and Malerba, "Industrial Dynamics," 118.
78. Timothy Bresnahan, "The Changing Structure of Innovation in the Computer Industry, America's Industrial Resurgence: An Overview," in U.S. Industry in 2000: Studies in Competitive Performance, ed. David Mowery (Washington, D.C., 1998);
79. Timothy Bresnahan and Shane Greenstein, "Technological Competition and the Structure of the Computer Industry," Journal of Industrial Economics 47 (1999): 1-40;
80. Bresnahan and Malerba, "Industrial Dynamics"; Malerba et al., "'History-friendly' Models of Industry Evolution."
81. This part of our analysis is based on quantitative network analysis and network visualization graphs. The material is available, on request, from John Hagedoorn.
82. Geert Duysters, The Dynamics of Technical Innovation (Cheltenham, 1996);
83. Bresnahan and Greenstein, "Technological Competition and the Structure of the Computer Industry."
84. Methé, Toyama, and Miyabe, "Product Development Strategy and Organizational Learning."
85. Duysters, "The Dynamics of Technical Innovation."
86. Kenneth Kraemer and Jason Dedrick, Asia's Computer Challenge: Threat or Opportunity for the United States and the World? (New York, 1998).
87. Paul Jowett and Margaret Rothwell, The Economics of Information Technology (London, 1986).
88. Bresnahan and Greenstein, "Technological Competition."
89. Sigeru Takahashi, "A Brief History of the Japanese Computer Industry before 1985," IEEE Annals of the History of Computing 18 (1996): 76-79.
90. Jowett and Rothwell, "The Economics of Information Technology."
91. Ibid.;
92. Takahashi, "A Brief History of the Japanese Computer Industry before 1985."
93. Duysters, "The Dynamics of Technical Innovation."
94. George Gray and Ronald Smith, "Sperry Rand's Third-generation Computers: 1964-1980," IEEE Annals of the History of Computing (2001): 3-16.
95. Bresnahan and Malerba, "Industrial Dynamics";
96. Jacqueline Senker, Biotechnology and Competitive Advantage: Europe's Firms and the U.S. Challenge (Cheltenham, 1998).
97. Richard Langlois, "Creating External Capabilities: Innovation and Vertical Disintegration in the Microcomputer Industry," Business and Economic History 19 (1990): 93-102.
98. Bresnahan and Greenstein, "Technological Competition."
99. Langlois, "Creating External Capabilities."
100. Methé, Toyama, and Miyabe, "Product Development Strategy and Organizational Learning."
101. See also Robert Reich and Eric Mankin, "Joint Ventures with Japan Give Away Our Future," Harvard Business Review 64 (1986): 78-86.
102. Farok J. Contractor and Peter Lorange, Cooperative Strategies and Alliances (Oxford, 2002);
103. John Dunning, Multinational Enterprises and the Global Economy (Workingham, 1993);
104. Michael Yoshino and Srinivasa Rangan, Strategic Alliances (Boston, 1995).
105. David H. Ahl, "1984 Winter Consumer Electronics Show," Creative Computing 10 (1984): 132.
106. Richard Langlois, "External Economies and Economic Progress: The Case of the Microcomputer Industry," Business History Review 66 (1992): 1-50.
107. Langlois, "Creating External Capabilities."
108. James Curry and Martin Kenney, "Beating the Clock: Corporate Responses to Rapid Change in the PC Industry," California Management Review 42 (1999): 8-36.
109. Kenneth L. Kraemer and Jason Dedrick, "Globalization of the Personal Computer Industry: Trends and Implications," Working Paper, Center for Research on Information Technology and Organizations (Irvine, Calif., 2002).
110. Langlois, "Creating External Capabilities."
111. Duysters, "The Dynamics of Technical Innovation";
112. Malerba et al., "'History-friendly' Models of Industry Evolution."
113. Richard Langlois, Cognition and Capabilities: Opportunities Seized and Missed in the History of the Computer Industry (New York, 1994).
114. Bresnahan and Malerba, "Industrial Dynamics";
115. Chandler, Scale and Scope.
116. Bresnahan and Malerba, "Industrial Dynamics."
117. Jason Dedrick and Kenneth L. Kraemer, "Behind the Curve: Japan's PC Industry," Working Paper, Center for Research on Information Technology and Organizations (Irvine, Calif., 1996).
118. Ted G. Lewis, "HP Means High-powered: Future Business, Side A," IEEE Computer 28 (1995): 6-8.
119. Boy Liithje, "The IT Industry: Labor Flexibility, Production Networks, and the Global Downturn," Asian Labour Update (Spring 2003).
120. Kenneth L. Kraemer and Jason Dedrick, "IT-led Development in Singapore: From Winchester Island to Intelligent Island," Working Paper ITR-123, Center for Research on Information Technology and Organizations (Irvine, Calif., 1997).
121. Kraemer and Dedrick, "Globalization of the Personal Computer Industry."
122. Ibid.
123. Ibid.
124. "Making Deals-Without Giving Away the Store," Business Week, 17 June 1991, 97.
125. Kenneth L. Kraemer and Jason Dedrick, "The Role of Information Technology in Transformation of the Personal Computer Industry," Paper prepared for Transforming Enterprise: The First International Conference on the Social and Economic Implications of Information Technology, U.S. Department of Commerce, Main Auditorium, Jan. 27-28, 2003, Center for Research on Information Technology and Organizations (Irvine, Calif., 2003).
126. Martin Kenney and James Curry, "We AD Want to Be Like Mike: The Internet and the Personal Computer Value Chain," in the BRIE-IGCC E-conomy Project, "Tracking a Transformation: E-Commerce and the Terms of Competition in Industries" (Washington, D.C., 2000);
127. Kenneth L. Kraemer, Jason Dedrick, and Sandra Yamashiro, "Refining and Extending the Business Model with Information Technology: Dell Computer Corporation," Working Paper, Center for Research on Information Technology and Organizations (Irvine, Calif., 2000).
128. Dedrick and Kraemer, "The Impacts of IT on a Firm and Industry Structure"; Mazzucato, "The PC Industry."
129. Dedrick and Kraemer, "The Impacts of IT on a Firm and Industry Structure."
130. Andrew S. Grove, Only the Paranoid Survive (New York, 1996).
131. Bresnahan and Malerba, "Industrial Dynamics."
132. Mazzucato, "The PC Industry."
133. Ibid.
134. Michael Tushman and Philip Anderson, "Technological Discontinuities and Organizational Environments," Administrative Science Quarterly 31 (1986): 439-65.
135. Mazzucato, "The PC Industry."
136. Bresnahan, "The Changing Structure of Innovation in the Computer Industry."
137. Grove, Only the Paranoid Survive.
138. Bresnahan and Malerba, "Industrial Dynamics."
139. Unlike other companies in our company listing, Sequent Computer Systems is a smaller firm with fewer than 1,500 employees worldwide. By exploiting its unique parallel computer system (the coupling of several conventional microprocessors, i.e., Intel 80386, within a single mainframe design), the company assumed a leading position within the computer network during this period. Arthur Trew and Greg Wilson, Past, Present, Parallel: A Survey of Available Parallel Computer Systems (Berlin, 1991).
140. As suggested by one of the referees, another reason that Apple made so many R&D partnerships during this period was probably because it was in a state of chaos and was desperately seeking new products.
141. Bresnahan and Malerba, "Industrial Dynamics and the Evolution of Firms."
142. Chandler, "The United States: Engines of Economic Growth in the Capital-intensive and Knowledge-intensive Industries," in Big Business and the Wealth of Nations, eds. Alfred D. Chandler Jr., Franco Amatori, and Takashi Hikino (Cambridge, Mass., 1997), 63-101;
143. and Inventing the Electronic Century.
144. Bresnahan and Malerba, "Industrial Dynamics."
145. Hagedoorn, "Understanding the Rationale of Strategic Technology Partnering."