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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Case | HBS Case Collection | January 2019 (Revised October 2019)

The Walt Disney Company: The 21st Century Fox Acquisition and Digital Distribution

David J. Collis

case describes the acquisition of 21st Century Fox by the Walt Disney Co. and the subsequent launch by DIsney of three streaming channels to compete with Netflix..

Keywords: corporate strategy; mergers and acquisitions; Disney; Corporate Strategy; Mergers and Acquisitions; Media and Broadcasting Industry;

Citation:
Collis, David J. "The Walt Disney Company: The 21st Century Fox Acquisition and Digital Distribution." Harvard Business School Case 719-445, January 2019. (Revised October 2019.) View Details

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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). 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.

Keywords: dynamic capabilities; Business Ventures; Performance; Competitive Advantage;

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

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About the Authors

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