Entering the Economic Models of Game Console Manufacturers

This paper deals with the video game console market. We are not interested here in portable consoles nor in PC games. Our work focuses on the role of core competencies in console wars, analyzing the way these competencies are activated within the firms' business models. The home console market also exhibits crossed network externalities, which requires console manufacturers the ability to conciliate the interests of both developers and gamers. From a strategic point of view, core competencies are closely related with market performance. Today, Sony's and Microsoft's business models are quite similar. However, Microsoft and Sony remain far behind Nintendo and its Wii, which suggests that core competencies do not discriminate on performance as much as the positioning choices made upstream when the strategy is crafted. The link between core competencies, economic model and strategy is at the heart of this study.video game console, business model, core competencies, two-sided market, platform.

Positioning of Firms on an E-Business Value Chain: the Case of Video on Demand

The provision of e–business services is supported by the implementation of value chains based on co-operation between firms combining different resources and capabilities in order to design, produce and market new products and services. The emergence of such value chains is characterised by the positioning of various players according to their specific resources and capabilities, whether they be existing or new firms. Our interest, by combining insights from the Resource-Based View and other perspectives, is to analyse according to what resources are necessary for actors to be able to successfully position themselves on a value chain, with a particular focus on relational assets, in the specific Video On Demand sector (VOD). This case is particularly relevant to show the structuring of a new value chain around new and “traditional” stakeholders. We shall first define the specific features of the movie industry. Secondly, we shall then present on the VOD value chain. Then we analyse how a company (called Moviesystem) has positioned itself on VOD value chain thanks to its specific resources and capabilities. We shall conclude by drawing general lessons from this case

Open Source for Digital Social Innovation

Advancing the UN sustainable development goals (UN-SDGs) needs cooperation from both public and private corporations. Involving in open source initiatives is considered risky from an organisational perspective but highly promoted by governments as a way to build digital sovereignty in the European context. Open source initiatives have a greater potential to contribute to digital social innovations (DSI) and advance several UN-SDGs. However, it is not clear to practitioners and IS scholars how might corporations collaboratively pivot and sustain digital social innovations through open source initiatives. To address this practical and theoretical gap, we use a case study method and describe how few corporations associated with the French non-profit association called TOSIT (The Open Source I Trust) collaborate on projects/joint activities to achieve DSIs thereby creating a positive impact to our society. We also delineate a few essential steps for effectively pivoting an open source strategy at an organisational level. This novel guide aims to provide initial clarity to technology managers tasked with undertaking open source initiatives for DSI motives

Les freins au partage des connaissances du dossier médical : cas des établissements de santé en France

International audienc

Strategic and Business-IT alignment under digitalization: towards new insights?

International audienceDigital transformation is at a very early stage. Digital transformation has several impacts on business, on organization and process and raises several questions. Over the years, the aims of strategic fit and IT-business alignment have remained constant but the environment in which companies operate has changed significantly becoming more dynamic, very competitive and global. This chapter attempts to analyse how the digital transformation could affect more specifically strategic and IT-business alignment

Territoires, industries et mutations des organisations en réseau

Lobjectif de ce travail exploratoire est de mieux appréhender les notions de territoire et dindustrie à partir dune réflexion plus générale sur les réseaux quils soient territorialisés (ou non). Nous recenserons tout dabord les différentes formes dorganisations territoriales en réseau et leurs principales caractéristiques et motivations (la coopération entre toutes les parties prenantes de la chaîne de valeur, le partage de connaissances et de pratiques innovantes, lengagement et le soutien dinstituts de recherche dorganisations gouvernementales, la recherche de synergies dans le but de réduire les coûts de production et de transaction etc.). Nous présenterons les facteurs dévolution de ces réseaux (en particulier pour les clusters) et leurs répercussions sur les frontières géographiques et industrielles

The evolution of issues in media convergence in France

International audienceThe context of convergence in France The main challenges in the french broadcast sector. The non linear pay TV sector: main trends The French competitive landscape and the reconfiguration of value chains in a context of convergenc

Strategic Management

International audienceFirms operate in a more and more complex, dynamic, less predictable environment especially in the media and entertainment industry. The digital transformation is an emblematic example of this more complex reality. This situation requires to follow various strategic approaches and to develop new patterns of strategic thinking. There are several strategic models and tools. Most of them have advantages and disadvantages and have evolved. Ten years after the publication in 2007 of a paper written by Lucy Küng and entitled: "Does Media Management Matter?", the question remains a highly topical issue. Consequently, the goal of this chapter is to present some key strategic management tools, to understand how they have evolved since the end of the 1990s and to analyze how they can be applied to the media sector. This chapter analyses also the impact of the digital transformation on strategy and business model in the media and entertainment industry. Digital transformation is a concept which has attracted attention both from practitioners and academics. It is closely linked to other "classical" concepts in the strategy field including value creation and capture, value chain (reconfiguration), business and revenue model (evolution), networks (renewed linkage

The evolution of new entrant's strategies in the media sector in a context of convergence : the case of Apple, Google and Microsoft

International audiencenon

Female on corporate boards : French perspectives : towards more diversity ?

International audienceThe French corporate governance system has significantly changed over the years aiming at a more widely dispersed ownership and greater transparency. In the 1990s, the government's privatization policy led to improving corporate governance of large firms allowing them to acquire more and more resources through market financing rather than through bank borrowing. Foreign funds have begun to play an increasingly important role in the French economy and to impact corporate governance of big companies through the transformation of ownership structures (towards a more dispersed ownership). Several corporate governance principles have been applied successfully and have strengthened the rights and responsibilities of shareholders, the duties and responsibilities of the board of directors, the development of independent directors and external auditing, disclosure and transparency practices. The introduction of monitoring and control mechanisms has had also a significant impact on corporate governance rules. The presence of foreign ownership in CAC 40 listed firms has increased as well as the percentage of independent directors in CAC 40 firms. In June 2013, AFEP and MEDEF published a new version of the code of corporate governance. This revision is part of a codification process begun in 1995 and regularly updated since then, particularly in 2007, 2008 and 2010. The 2010 version made in particular recommendations regarding the representation of women on boards of directors. This chapter aims at analyzing the evolution since the end of the 1990s of the representation of women in the economic sphere and in decision-making positions (mainly CAC 40 listed firms) in France