Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment

D. J. Collis; P. W. Bane; S. P. Bradley

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Chapter | Competing in the Age of Digital Convergence | 1997

Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment

by D. J. Collis, P. W. Bane and S. P. Bradley

Keywords: Supply and Industry; Communication; Information Technology; Entertainment; Competition; Conflict and Resolution; Telecommunications Industry; Information Technology Industry; Entertainment and Recreation Industry;

Format: Print

Citation:

Collis, D. J., P. W. Bane, and S. P. Bradley. "Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment." In Competing in the Age of Digital Convergence, edited by D. B. Yoffie. Boston: Harvard Business School Press, 1997.

About the Authors

David J. Collis

Adjunct Professor

Strategy

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Stephen P. Bradley

William Ziegler Professor of Business Administration, Emeritus

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Working Paper | HBS Working Paper Series | 2018

The Limitations of Dynamic Capabilities

David J. Collis and Bharat Anand

The concept of dynamic capabilities draws its theoretical basis from two classic traditions within the strategy field – the resource based view of the firm (RBV) (Wernerfelt, 1984) and market positioning (Porter, 1996)1. A dynamic capability qualifies as a source of sustained heterogeneous firm performance within the RBV framework because it arises from embedded organizational routines that accumulate in a path dependent process - the “stock” explanation of durable advantage (Barney, 1991). Because such a dynamic capability allows a firm to continually reposition itself in product market space, it satisfies the “flow” explanation of current competitive advantage by ensuring that the firm always maintains a wider gap between willingness to pay and cost than competitors (Brandenburger and Stuart, 1996). Indeed, dynamic capabilities seem to give rise to the enviable ability to “always have a competitive advantage in an attractive industry” and so continually deliver superior financial performance regardless of external circumstances.

Citation:
Collis, David J., and Bharat Anand. "The Limitations of Dynamic Capabilities." Harvard Business School Working Paper, No. 20-029, September 2019. View Details

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Working Paper | HBS Working Paper Series | 2019

The Strategic Management of Execution

David J. Collis

“Tell me David, is it better to have a great strategy poorly executed, or a so-so strategy really well executed?” The age-old question suggests there is a fundamental tradeoff between strategy and execution. The tone in which it is asked typically flags that the questioner already knows the answer - the superiority of execution over strategy. But is this really true? Does, to borrow a phrase, execution eat strategy for lunch?

Keywords: strategy execution; Strategy; Management;

Citation:
Collis, David J. "The Strategic Management of Execution." Harvard Business School Working Paper, No. 20-026, September 2019. View Details

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Working Paper | HBS Working Paper Series | 2019

The Value Potential of New Business Models

David J. Collis

One attempt to regain the ground that strategy has recently lost, which was described in the first article, has been the introduction of “business models” as the precursor to competitive positioning within an industry. Understanding a business model provides a shorthand description of how value is created - although the business model, by itself, does not determine how profitable it will be for any firm: for that we need to examine the complete strategy landscape.

Keywords: Business Model; Value Creation;

Citation:
Collis, David J. "The Value Potential of New Business Models." Harvard Business School Working Paper, No. 20-028, September 2019. View Details

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Winners and Losers--Industry Structure in the Converging World of Telecommunications, Computing, and Entertainment

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