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• Article | Industrial and Corporate Change | April 2020

  Technological Leadership (de)Concentration: Causes in Information and Communication Technology Equipment

  Shane Greenstein and Yasin Ozcan

  Using patent data from 1976 to 2010 as indicators of inventive activity, we determine the concentration level of where inventive ideas originate and then examine how and why those concentrations change over time. The analysis finds pervasive deconcentration in every area related to the Information and Communication Technology equipment market. We find that booms and busts play an important role in deconcentration trends. In comparison, new entry explains surprisingly little, and merger and acquisition activity does not revert the trend.

  Keywords: deconcentration; Technological Innovation; Innovation Leadership; Patents; Market Entry and Exit; Telecommunications Industry;

  Citation:

  Greenstein, Shane, and Yasin Ozcan. "Technological Leadership (de)Concentration: Causes in Information and Communication Technology Equipment." Industrial and Corporate Change 29, no. 2 (April 2020): 241–263.  View Details

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• Case | HBS Case Collection | January 2017 (Revised March 2020)

  Fitbit

  Regina E. Herzlinger, Christine Snively and Sarah Mehta

  In 2016, Fitbit remained the world’s leading producer of activity trackers—an increasingly crowded space—with over 21 million units sold that year. Fitbit’s suite of products allowed users to track the number of steps taken, calories burned, and heart rate activity. Fitbit devices were marketed to individual consumers as well as corporate wellness programs and employers. Though Fitbit was primarily focused on wellness, should management consider evolving into a chronic disease management company?

  Keywords: health care and treatment; technology; Health Care and Treatment; Hardware; Technology; Health Testing and Trials; Health Industry;

  Citation:

  Herzlinger, Regina E., Christine Snively, and Sarah Mehta. "Fitbit." Harvard Business School Case 317-007, January 2017. (Revised March 2020.)  View Details

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• Case | HBS Case Collection | April 2017 (Revised January 2020)

  Korea Telecom: Building a GiGAtopia (A)

  Shane Greenstein, Feng Zhu and Kerry Herman

  Korea Telecom (KT) has committed $4 billion in investments and R&D to build a GiGAtopia, essentially ushering in the next generation of mobile (5G) and wired infrastructure. CEO Dr. Chang-Gyu Hwang, and his team are considering which areas to prioritize in terms of new products and services in development. The top five sectors identified by KT’s team include the Internet of Things (including connected cars and smart city/homes), media, health, energy, and security and surveillance, which might provide some quick wins both in terms of revenues and market lead. Should KT develop solutions that could be exported to other countries? Should KT go all in across all five sectors, or select one or two to prioritize?

  Keywords: Mobile Technology; Technological Innovation; Infrastructure; Growth and Development Strategy; Competitive Strategy; Decision Choices and Conditions; Telecommunications Industry;

  Citation:

  Greenstein, Shane, Feng Zhu, and Kerry Herman. "Korea Telecom: Building a GiGAtopia (A)." Harvard Business School Case 617-014, April 2017. (Revised January 2020.)  View Details

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