Strategic investments in innovation: the telecommunications equipment industry, 1975 - 1986
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
New York u.a.
Garland
1992
|
| Series: | Garland studies in entrepreneurship
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | 201 S. graph. Darst. |
| ISBN: | 0815309996 |
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MARC
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| 245 | 1 | 0 | |a Strategic investments in innovation |b the telecommunications equipment industry, 1975 - 1986 |c Michael J. Dowling |
| 264 | 1 | |a New York u.a. |b Garland |c 1992 | |
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| 648 | 7 | |a Geschichte 1875-1986 |2 gnd |9 rswk-swf | |
| 650 | 7 | |a Strategisch management |2 gtt | |
| 650 | 7 | |a Telecommunicatiesector |2 gtt | |
| 650 | 7 | |a Vernieuwing |2 gtt | |
| 650 | 4 | |a Telecommunication equipment industry |z United States | |
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| adam_text | TABLE OF CONTENTS
Chapter 1. Introduction 1
1.1. Rationale 1
1.2. Definition of Concepts 2
1.3. Context of the Study 3
1.4. Methodology 8
1.5. Contributions of the Study 9
1.6. Organization of the Study 9
Chapter 2. Conceptual Foundation and Background 11
2.1. Technological Change and Innovation in Economic Theory 11
2.2. Technological Change and Porter s Industry Competition Model .. 13
2.2.1. Rivalry Among Firms 13
2.2.2. Competing Firms Supplier Bargaining Relationship 13
2.2.3. Threat of Substitutes 14
2.2.4. Competing Firms Buyer Bargaining Relationship 14
2.2.5. Threat of Entry 15
2.2.6. Strategic Groups and Mobility Barriers 17
2.3. Technological Change, Innovation and Strategy Other
Empirical Research 19
2.4. Summary 21
Chapter 3. Changes in the Telecommunications Equipment Industry .. 23
3.1. Technological Changes 24
3.2. Environmental Changes 32
3.3. Summary 34
Chapter 4. Research Questions, Data, Methodology 36
4.1. Research Questions 36
4.2. Data 38
4.3. Methodology 39
4.3.1. Entry Barriers 40
4.3.2. Strategic Groups and Mobility Barriers 41
4.3.3. Buyer Firm Bargaining Relationship 42
Chapter 5. Investment in Innovation as a Strategic Entry Way into
the Telecommunications Equipment Industry 43
5.1. The Concept of Entry Barriers 44
5.2. Investments in Innovation as an Entry Barrier 45
5.3. Strategic Entry Ways 47
5.4. Interdependent Entry Barriers 48
5.5. Investments in Innovation: New vs. Established Firms 49
5.6. Financial Performance 55
5.7. Discussion 58
5.8. Summary and Conclusions 62
Chapter 6. Investment in Innovation, Strategic Groups and Buyer
Bargaining Power in the Telecommunications
Equipment Industry 63
6.1. The Strategic Group/Mobility Barrier Paradigm 64
6.1.1. Defining Strategic Groups 64
6.1.2. Defining Mobility Barriers 66
6.1.3. Investment in Innovation as a Mobility Barrier 67
6.2. Strategic Groups in the Telecommunications Equipment Industry .. 68
6.3. Investments in Innovation for Strategic Groups in the
Telecommunications Equipment Industry 76
6.4. The Relationship between Investment in Innovation and
Performance for Strategic Groups in the Telecommunications
Equipment Industry 83
6.4.1. Ordinal and Cardinal Comparison of Relative
Investments in Innovation and Performance 83
6.4.2. Correlation Analysis of Investment
in Innovation and Peformance 92
6.5. Cluster Analysis of Strategic Groups in the
Telecommunications Equipment Industry 109
6.5.1. Investment in Innovation as a Mobility Barrier Ill
6.5.2. Investment in Innovation as a Strategic Mobility Way 119
6.5.3. Strategic Group Dynamics for the Industry 120
6.6. Summary and Conclusions 121
Chapter 7. Influences on the Buyer Supplier Bargaining
Relationship in the Telecommunications Equipment Industry 123
7.1. Bargaining Power in Porter s Industry Competition Model 123
7.2. Buyer Supplier Bargaining and Innovation 128
7.3. Discussion of Survey Methodology 131
7.4. Survey Results 132
7.5. Summary and Conclusions 140
Chapter 8. Risk, Return, and Investments in Innovation for
Strategic Groups in the Telecommunications
Equipment Industry 142
8.1. Replication of Bowman s Risk Return Analysis 144
8.2. Replication of Fiegenbaum and Thomas (1988)
Risk Return Analysis 146
8.3. Graphical Analysis of Risk and Return for Strategic Groups in
the Telecommunications
Equipment Industry 148
8.4. Summary and Conclusions 161
Chapter 9. Conclusions and Directions for Future Research 166
9.1. Summary 166
9.2. Hypotheses for Further Research 167
9.2.1. Innovation and the Threat of New Entrants 167
9.2.2. Innovation and Buyer Supplier Structure 169
9.2.3. Innovation, Performance, and Risk 170
9.3. Contributions of this Study 171
Appendix A. Strategic Groups Defined by Markets Served 174
Appendix B. Questionnaires for the Survey of Common Carrier
and Customer Premise Buyers 176
Bibliography 188
LIST OF TABLES
Table 6 1: Regression Tests of Differences in Relative R D 79
Expenditures for Strategic Groups
Table 6 2: Pearson Correlation Coefficients: ROA by Relative R D 107
Intensity
Table 6 3: Spearman Rank Correlation Coefficients: ROA by Relative 108
R D Intensity
Table 6 4: Strategic Groups from Cluster Analysis, Established Firms, 112
1975 1979
Table 6 5: Strategic Groups from Cluster Analysis, Established Firms, 113
1982 1986
Table 6 6: Strategic Groups from Cluster Analysis, All Firms, 114
1982 1986
Table 6 7: MANOVA Analysis of Clusters of Established 115
Telecommunications Equipment Firms
Table 6 8: MANOVA Analysis of Clusters of All Telecommunications 116
Equipment Firms, 1982 1986
Table 6 9: Summary of Factor Analysis for the Established 117
Telecommunications Equipment Firms
Table 6 10: Summary of Factor Analysis for All of the 118
Telecommunications Equipment Firms
Table 7 1: Sources of Knowledge in Significant Industrial Innovations 130
Table 7 2: Descriptive Statistics for the Buyer Groups Surveyed 133
Table 7 3: Mean Responses Concerning Initial Reasons for Purchasing 135
Equipment by Common Carrier (CC) and Customer Premise
(CP) Buyers
Table 7 4: Mean Responses Concerning Criteria for Selecting 136
Particular Equipment by Common Carrier (CC) and
Customer Premise (CP) Buyers
Table 7 5: Mean Responses Concerning Sources of Information for 137
Selecting Equipment for Common Carrier (CC) and
Customer Premise (CP) Buyers
Table 7 6: Mean Responses Concerning Sources of Information for 138
Selecting Suppliers of Equipment for Common Carrier (CC)
and Customer Premise (CP) Buyers
Table 7 7: Mean Responses for an Evaluation of the Major Suppliers 139
Equipment for Common Carrier (CC) and Customer
Premise (CP) Buyers
Table 7 8: Mean Responses Concerning Suggestion and Adoption of 140
Innovations by the Supplier Firms for Common Carrier
(CC) and Customer Premise (CP) Buyers
Table 8 1: Bowman s Risk Return Contingency Table, 1975 1979 145
Table 8 2: Bowman s Risk Return Contingency Table, 1982 1986 145
Table 8 3: Spearman Rank Risk Return Correlation Coefficients, 147
1975 79 and 1982 86
LIST OF FIGURES
Figure 1 1: Forces Driving Industry Competition 5
Figure 1 2: Porter s Model Expanded and Applied to the 7
Telecommunications Equipment Industry
Figure 3 1: The Telecommunications Equipment Market 1986 25
Figure 3 2: Technology Penetration in Telecommunications Over Time 26
by Component Type
Figure 3 3: Memory Costs Over Time 27
Figure 3 4: Market Penetration by Switch Type 28
Figure 3 5: Historical Trends in Central Office Switch Performance, 29
1964 1984
Figure 3 6: Historical Trends in PBX Performance, 1975 1987 30
Figure 3 7: Line Shipments of Digital vs. Analog PBX Equipment, 31
1976 90
Figure 5 1: Number of Firms Competing in the Telecommunications 50
Industry in the U.S., 1975 1986
Figure 5 2: Average Absolute R D Expenditures: Established vs. 52
New Entrant Firms, 1975 1986 (1975 dollars)
Figure 5 3: Cardinal Relative R D Investment: Established vs. New 53
Entrant Firms, 1975 1986
Figure 5 4: Ordinal Relative R D Investment: Established vs. New 56
Entrant Firms, 1975 1986
Figure 5 5: Cardinal Return on Assets: Established vs. New Entrant 57
Firms, 1975 1986
Figure 5 6: Ordinal Return on Assets: Established vs. New Entrant 59
Firms, 1975 1986
Figure 6 1: Number of Firms in the Telecommunications Equipment 72
Industry by Strategic Group, 1975 86
Figure 6 2: Average Sales for the Common Carrier and Both Groups, 73
1975 86
Figure 6 3: Average Sales for the Customer Premise and New Entrant 74
Groups, 1975 86
Figure 6 4: Diversification by Strategic Group, 1975 86 75
Figure 6 5: Average R D Expenditures by Strategic Group, 1975 86 77
Figure 6 6: Cardinal Relative R D Investment by Strategic Group, 78
1975 86
Figure 6 7: Ordinal Relative R D Investment by Strategic Group, 81
1975 86
Figure 6 8: Cardinal Return on Assets by Strategic Group, 1975 86 85
Figure 6 9: Ordinal Return on Assets by Strategic Group, 1975 86 86
Figure 6 10: Comparison of Cardinal Relative R D and ROA 88
Common Carrier Group, 1975 86
Figure 6 11: Comparison of Ordinal Relative R D and ROA 89
Common Carrier Group, 1975 86
Figure 6 12: Comparison of Cardinal Relative R D and ROA 90
Customer Premise Group, 1975 86
Figure 6 13: Comparison of Ordinal Relative R D and ROA 91
Customer Premise Group, 1975 86
Figure 6 14: Comparison of Cardinal Relative R D and ROA Both 93
Group, 1975 86
Figure 6 15: Comparison of Ordinal Relative R D and ROA Both 94
Group, 1975 86
Figure 6 16: Comparison of Cardinal Relative R D and ROA New 95
Entrant Group, 1975 86
Figure 6 17: Comparison of Ordinal Relative R D and ROA New 96
Entrant Group, 1975 86
Figure 6 18: Pearson Correlations for Relative R D with ROA 98
Common Carrier Group, 1975 86
Figure 6 19: Spearman Rank Correlations for Relative R D with ROA 99
Common Carrier Group, 1975 86
Figure 6 20: Pearson Correlations for Relative R D with ROA 100
Customer Premise Group, 1975 86
Figure 6 21: Spearman Rank Correlations for Relative R D with ROA 101
Customer Premise Group, 1975 86
Figure 6 22: Pearson Correlations for Relative R D with ROA 102
Both Group, 1975 86
Figure 6 23: Spearman Rank Correlations for Relative R D with ROA 103
Both Group, 1975 86
Figure 6 24: Pearson Correlations for Relative R D with ROA New 105
Entrant Group, 1975 86
Figure 6 25: Spearman Rank Correlations for Relative R D with ROA 106
New Entrant Group, 1975 86
Figure 7 1: An Expanded Version of Porter s Industry Competition 125
Model
Figure 7 2: Factors Influencing the Intensity of the Buyer Supplier 127
Bargaining Relationship
Figure 8 1: Risk by Strategic Group: Common Carrier, Customer 150
Premise, and Both Groups, 1975 86
Figure 8 2: Risk by Strategic Group: New Entrant Group, 1975 86 151
Figure 8 3: Rank Risk by Strategic Group: 1975 86 152
Figure 8 4: Cardinal Risk Return: Common Carrier Group, 1975 86 154
Figure 8 5: Ordinal Risk Return: Common Carrier Group, 1975 86 155
Figure 8 6: Cardinal Risk Return: Customer Premise Group, 1975 86 157
Figure 8 7: Ordinal Risk Return: Customer Premise Group, 1975 86 158
Figure 8 8: Cardinal Risk Return: Both Group, 1975 86 159
Figure 8 9: Ordinal Risk Return: Both Group, 1975 86 160
Figure 8 10: Cardinal Risk Return: New Entrant Group, 1975 86 162
Figure 8 11: Ordinal Risk Return: New Entrant Group, 1975 86 163
|
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| spelling | Dowling, Michael 1958- Verfasser (DE-588)12368546X aut Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 Michael J. Dowling New York u.a. Garland 1992 201 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Garland studies in entrepreneurship Geschichte 1875-1986 gnd rswk-swf Strategisch management gtt Telecommunicatiesector gtt Vernieuwing gtt Telecommunication equipment industry United States Telekommunikationsindustrie (DE-588)4332612-2 gnd rswk-swf Innovation (DE-588)4027089-0 gnd rswk-swf USA USA (DE-588)4078704-7 gnd rswk-swf USA (DE-588)4078704-7 g Telekommunikationsindustrie (DE-588)4332612-2 s Innovation (DE-588)4027089-0 s Geschichte 1875-1986 z DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=004464845&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Dowling, Michael 1958- Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 Strategisch management gtt Telecommunicatiesector gtt Vernieuwing gtt Telecommunication equipment industry United States Telekommunikationsindustrie (DE-588)4332612-2 gnd Innovation (DE-588)4027089-0 gnd |
| subject_GND | (DE-588)4332612-2 (DE-588)4027089-0 (DE-588)4078704-7 |
| title | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 |
| title_auth | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 |
| title_exact_search | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 |
| title_full | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 Michael J. Dowling |
| title_fullStr | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 Michael J. Dowling |
| title_full_unstemmed | Strategic investments in innovation the telecommunications equipment industry, 1975 - 1986 Michael J. Dowling |
| title_short | Strategic investments in innovation |
| title_sort | strategic investments in innovation the telecommunications equipment industry 1975 1986 |
| title_sub | the telecommunications equipment industry, 1975 - 1986 |
| topic | Strategisch management gtt Telecommunicatiesector gtt Vernieuwing gtt Telecommunication equipment industry United States Telekommunikationsindustrie (DE-588)4332612-2 gnd Innovation (DE-588)4027089-0 gnd |
| topic_facet | Strategisch management Telecommunicatiesector Vernieuwing Telecommunication equipment industry United States Telekommunikationsindustrie Innovation USA |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=004464845&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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