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• Working Paper | HBS Working Paper Series | 2013

  Hidden Structure: Using Network Methods to Map System Architecture

  Carliss Y. Baldwin, Alan MacCormack and John Rusnak

  In this paper, we describe an operational methodology for characterizing the architecture of technical systems and demonstrate its application to a large sample of software releases. Our methodology is based upon network graphs and allows us to identify and define three fundamental architectural patterns, which we call core-periphery, multi-core, and hierarchical. We apply our methodology to a sample of 1,286 software releases from 17 applications and find that 70% to 80% of these systems possess a core-periphery architecture under our classification scheme. This type of architecture is characterized by having a single dominant cyclic group (the Core) that is large relative to other cyclic groups and above a threshold with respect to system size. We find that the size of the Core varies widely, even for systems that perform the same function. These differences appear to be associated with different models of development—open, distributed organizations tend to develop systems with smaller Cores, while closed collocated organizations tend to develop systems with larger Cores. Our findings represent a first step in establishing some "stylized facts" about the fine-grained structure of large, real-world technical systems.

  Citation:

  Baldwin, Carliss Y., Alan MacCormack, and John Rusnak. "Hidden Structure: Using Network Methods to Map System Architecture." Harvard Business School Working Paper, No. 13–093, May 2013.

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• Case | HBS Case Collection | 2013

  Barnes & Noble: Managing the E-Book Revolution

  Alan MacCormack, Brian Kimball Dunn and Chris F. Kemerer

  The case describes competition in the market for E-Books, and Barnes & Noble's Strategy in this industry. As a traditional retailer, B&N was challenged by the introduction of digital technologies that allow books to be published, distributed and sold to consumers electronically. New competitors like Amazon and Apple attacked the traditional industry structure, creating many uncertainties over the long term viability of traditional retailers. Amid this uncertainty, B&N must decide how to compete, in terms of both devices that can read E-Books, as well as standards for their distribution. Should they create a separate digital business, centered around their "Nook" E-Book reader, or maintain an integrated strategy? And how should they think about the fragmented standards for distributing E-Books? The case allows students to probe the dynamics of platform based industries, as well as what happens in traditional industries when attacked by new competitors adopting new digital technologies. It is developed using public source material.

  Keywords: innovation; product development; technology strategy; platform competition; Standards; disruptive innovation; Innovation Strategy; Technology; Product Development; Technology Platform; Standards; Disruptive Innovation; Retail Industry; Publishing Industry; North America;

  Citation:

  MacCormack, Alan, Brian Kimball Dunn, and Chris F. Kemerer. "Barnes & Noble: Managing the E-Book Revolution." Harvard Business School Case 613-073, March 2013.

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• Case | HBS Case Collection | 2013 (Revised from original 2012 version)

  Research In Motion: The Mobile OS Platform War

  Alan MacCormack, Brian Dunn and Chris F. Kemerer

  The case describes competition in the market for smart phones in the US, and the position of one player, Research In Motion (RIM) who manufacture the popular Blackberry line of products. Early in 2011, RIM is in trouble. Its stock price has plummeted, amidst poor business results, and its future as an independent company is in doubt. A new Chief Executive Officer, Thorsten Heins, must decide how to position the company for the future. The case allows students to understand the strategic dynamics in platform-based industries in general, and to explore more specifically how a firm that led the industry in 2007 could fall to earth so dramatically four years later. The case is based upon data and information from public sources.

  Keywords: innovation; product development; technology strategy; platform strategy; software; hardware; Technological Innovation; Innovation Strategy; Hardware; Mobile Technology; Technology Platform; Telecommunications Industry; Technology Industry; Canada; United States;

  Citation:

  MacCormack, Alan, Brian Dunn, and Chris F. Kemerer. "Research In Motion: The Mobile OS Platform War." Harvard Business School Case 613-001, February 2013. (Revised from original July 2012 version.)

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