Technology Matters! Technological evolution, choice, transfer, and adaptation

Two intertwined technological forces The Moore ’ s law – the acceleration of computing power doubles about every 18 months One of Intel ’ s cofounders the faster, smaller, and cheaper digital devices The Metcalfe ’ s law — the extending connectivity squares the network utility The inventor of Ethernet and the 3Com ’ s founder v=n ², v=utility, n=the number of connected nodes Reach and Richness contributed by wireless and broadband

Hardware innovation Processor & Storage: exponential growth The speed & value attributed by the Moore ’ s law bypassed the constraints of Rock ’ s law Handheld & wearable IT devices Miniaturization & pervasiveness — ubiquitous connectedness of embedded systems between and within home, office, and any entities.

Software creativity From proprietary to Portability & Interoperability The platform/structural organizer of value network Portable programming languages Software/Data can interacts each other smartly under a delegation world Distributed objects and standards Ex ante, de jure negotiation but ex post de facto extension Manipulating the One-way/Two-way compatibility The middleware/converter innovation — the purpose of leveragability vs. the strategy of cannibalization

Trends of Telecommunication From circuits to packets TCP/IP protocol & QoS challenges DSP power & IPv6 compensate VoIP problem for DiffServ From electrical to optical transmission From the core/backbone of network to the on-ramp/edge of network Butter ’ s law: fiber ’ s capacity could double every 9 months — DWDM fiber capacity up to 57.6 terabits ps Overcoming the last mile Fixed access — xDSL, cable modem, microwave LMDS, M/LEO (medium-/low-earth orbit) satellite Sub-aerial mobile systems — 1G,2G,3G, WLAN, Wi-max, 4G, etc.

Telecommunication convergence Connection between the fixed-line networks and the wireless networks PSTN, CATV, LAN, xDSL, FTTH, power GSM, CDMA, PHS, PCS, Wi-Fi, Wi-max, HomeRF, IrDA, satellite GPS, LMDS, cdma2000, WCDMA, TD-SCDMA Connection between end devices and servers PCs, NB, PDA, mobile phones, Home/office/personal appliances, vehicles Telecom/mobile (virtual) network operators, CATV System operators, ISPs, WISPs, Connection between decentralized contents and disperse transmission islands HTML. XML languages IP, IPng technologies

Evolution of mobile standards 3G2.5G2G cdmaOne IS-95A cdmaOne IS-95A GSM IS-95B PHS CDMA2000 1x IS-95C CDMA2000 1x IS-95C GPRS HSCSD EDGE WCDMA CDMA2000 1x EV DO PDC-P PDC Minor routeMain route CDMA2000 1x EV DV

4G vision

Complementors Customers 1.Independent mobile phone vendors 2.global telecom equipments vendors 3.Contracted 3C retailers 1.mobile operators (PHS-, GSM-, CDMA-based network, MISPS) 2.WISPs (WLAN, MVNOs) 3.Fixed-line operators, ISPs 4.CATV system operators (telephony, WLAN+ADSL) 5.VOIP operators (P2P telephony) 6.GPS satellite services 1.specialized business users 2.general consumer users 1.content providers 2.PC/NB/PDA vendors 3.network peripheral vendors (wireless card, PCMCIA card) 4.multi-mode phones Suppliers Value Net of telecom Competitors Telecom

Extending readings Dertouzos, M. L. (1999), “ The Future of Computing, ” Scientific American, 281(2), August, pp Ackoff, R. (1967), “ Management MISInformation Systems, ” Management Science, 14(4), pp ITU 1999 Annual Report, “ Challenges to the Network: Internet for Development, ”

Strategic thinking between environmentalism and autonomy Strategic gap Competitive advantage Core competence Environmental scanning Strategy formulation Strategy implementation Capability development Resource planning Resource valuation Strategic intent Environmentalism Autonomy

Strategic Intent Hamel & Prahalad focus on aggressively developing internal competences to counteract dynamic, global, and turbulent environment for the glorious vision of the firm rather than passively defend to adapt to outside threats Not only to choose fitting strategies by existing internal strengths to achieve external environmental opportunities But also to build new capabilities and accumulate resources to create and exploit future markets. E.g., Sony and Cannon

Referred papers Wade, Michael and John Hulland (2004), “ Review: The Resource-Based View and Information Systems Research: Review, Extension and Suggestions for Future Research, ” MIS Quarterly, Volume 28, Number 1, pp Amit, R. and P. J. H. Schoemaker (1993), Strategic Assets and Organizational Rents, ” Strategic Management Journal, vol.14, pp Dierickx, I. and K. Cool (1989), “ Asset Stock Accumulation and Sustainability of Competitive Advantage, ” Management Science, vol.35, pp Wernerfelf, B. (1984), “ A Resource-based View of the Firm, ” Strategic Management Journal, vol.5, pp

Referred papers (cont.) Venkatesh, Viswanath, Michael G. Morris, Gordon B. Davis, and Fred D. Davis (2003), “ User Acceptance of Information Technology: Toward a Unified View, ” MIS Quarterly, Volume 27, Number 3, pp Bagozzi, R. P., and J. R. Edwards (1998), “ A General Approach to Construct Validation in Organizational Research: Application to Measurement of Work Values, ” Organizational Research Methods, 1(1), pp

Referred papers (cont.) Bharadwaj, Anandhi S. (2000), “ A resource-based perspective on information technology capability and firm performance: An empirical investigation, ” MIS Quarterly, Vol. 24, Iss. 1. Teece, D. J. (1998), “ Capturing Value from Knowledge Assets: The New Economy, Markets for Know-how, and Intangible Assets, ” California Management, Review, 40(3), pp Peteraf, M. (1993), “ The Cornerstones of Competitive Advantage: A Resource-based view, ” Strategic Management Journal, vol.14, pp Mata, Francisco J, William L. Fuerst, and Jay B. Barney (1995), “ Information technology and sustained competitive advantage: A resource-based analysis, ” MIS Quarterly, Vol. 19, Iss. 4. Castanias, R. P. and Helfat, C. E. (1991), “ Managerial Resources and Rents, ” Journal of Management, 17(1), pp Barney, J. C. (1986), “ Strategic Factor Markets: Expectations, Luck, and Business Strategy, ” Management Science, 32(10), pp