Location of Repository

Shopping for buyers of product development expertise: how video games developers stay ahead

By Jeffrey Readman and Andrew Grantham

Abstract

This paper draws upon the strategy literature to provide a number of insights into what constitute the critical external drivers influencing strategy and the nature of the internal resources firms require to sustain their competitive advantage. The paper reviews the market- and resource-based views of the firm and argues that the activities of buyers directly and indirectly contribute to the innovation process of a firm as ‘signallers’, ‘revealers’ and ‘collaborators’. Examples are drawn from the video games industry which has particular constraints coupled with buyer and innovation demands arising out of fast-changing technologies, markets and resources that have ever-shortening shelf lives; namely, characters, title franchises and gaming/technology platforms. We suggest that, for the video game industry, buyers particularly value firms’ dynamic capabilities, specifically those capabilities that contribute to product creation and product development capabilities of ‘super developers’ over other considerations

Topics: N215 Change and Innovation, N212 Creative management
Publisher: Elsevier
Year: 2006
DOI identifier: 10.1016/j.emj.2006.05.004
OAI identifier: oai:eprints.brighton.ac.uk:1793

Suggested articles

Preview

Citations

  1. (2002). A process model of capability development: lessons from the electronic commerce strategy at Bolsa de Valores de Guayaquil. doi
  2. (1991). A resource-based perspective of competitive advantage. doi
  3. (1984). A Resource-Based View of the Firm. doi
  4. (1982). An Evolutionary Theory of Economic Change. doi
  5. (2001). An examination into the causal logic of rent generation: contrasting Porter's competitive strategy framework and the resource-based perspective. doi
  6. (2003). Creativity Is Not Enough: Global Best Practice
  7. (1997). Dynamic capabilities and strategic management. doi
  8. (2000). Dynamic capabilities: what are they? doi
  9. (2002). Fashioning the Military-Entertainment Complex. Correspondence: An International Review of Culture and Society,
  10. (1991). Firm Resources and Sustained Competitive Advantage. doi
  11. (1998). From Barbie to Mortal Kombat: gender and computer games. doi
  12. (1993). From transaction cost to transaction value analysis: implications for the study of interorganizational strategies. doi
  13. (2001). Games Telling Stories. A brief note on games and narrative.
  14. (2003). Hardware gimmick or cultural innovation? Technological, cultural and social foundations of the Japanese video game industry. doi
  15. (1994). Hypercompetition: managing the dynamics of strategic maneuvering. doi
  16. (2003). Intra-system competition and innovation in the international videogame industry. Innovation: management, policy and practice, doi
  17. (1992). Knowledge of the firm, combinative capabilities, and the replication of technology. doi
  18. (1986). Lead users: a source of novel product concepts. doi
  19. (2000). Learning from global buyers. doi
  20. (2000). Manufacturing strategy: text and cases. Irwin/McGraw-Hill, doi
  21. (2002). Network Effects and Competition: An Empirical Analysis of the Home Video Game Industry. doi
  22. (1997). Outsourcing: The New Partnership. doi
  23. (2003). Product Development and Process.
  24. (2003). Putting supply chain learning into practice. doi
  25. (2000). Revolutionaries at Sony. The making of the Sony PlayStation and the visionaries who conquered the world of video games.
  26. (1999). Strategic outsourcing: leveraging knowledge capabilities.
  27. (2003). Technological Leapfrogging: Lessons from the US Video Game Console Industry. doi
  28. (1982). Technological paradigms and technological trajectories. doi
  29. (1994). The Capabilities of Market-Driven Organizations. doi
  30. (1994). The dynamic capabilities of firms: an introduction. doi
  31. (1995). The evolution of relationship marketing. doi
  32. (2003). The Gendering of Computer Gaming: Experience and Space.
  33. (2002). The Globalisation of Product Markets and Immiserising Growth: Lessons from the South African Furniture Industry. World Development, doi
  34. (1999). The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study. doi
  35. (1990). The Machine that Changed the World. Rawson Associates, doi
  36. (2001). The resource-based view and marketing: The role of market-based assets in gaining competitive advantage. doi
  37. (1998). The Structure of Video Game Narration.
  38. (2001). The ultimate history of video games: from Pong to Pokemon - the story behind the craze that touched our lives and changed the world.
  39. (1996). Toward a knowledge-based theory of the firm. doi
  40. (1999). Violent video games and aggression: A review of the literature. doi
  41. (1996). What firms do? Coordination, identity, and learning. doi
  42. (2003). When does an Idea Become an Innovation? The Role of Individual and Group Creativity in Videogame Design.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.