The Early Computer Industry: Limitations of Scale and Scope by A. Gandy

The Early Computer Industry: Limitations of Scale and Scope

byA. Gandy

Hardcover | November 30, 2012

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A comprehensive guide to why major companies with a heritage in electronics failed to establish themselves as leaders in the computer industry. Uses case studies to analyze the efforts of GE, RCA, English Electric, EMI and Ferranti to compete with business machine firms in the early mainframe computer market, primarily focusing on the USA's IBM and the UK's ICT. These case studies cover many important themes in enterprise organization and capabilities, and how the heritage which these firms came from was important to the performance of the corporation in a new and innovative market place. It critiques the value of economies of scope in productive and technical capabilities unless matched to equal competencies in customer understanding and market reach, and provides a guide to the both the business strategies and the technologies, which were fundamental to building our current information society.

About The Author

TONY GANDY is a reader at IFS School of Finance, UK. After a period as a journalist he worked for an investment bank and spent 15 years running his own small consulting firm mainly specialising in the overlap of banking and technology. His research interests include competition in the early computer industry, innovation in bank delive...

Details & Specs

Title:The Early Computer Industry: Limitations of Scale and ScopeFormat:HardcoverDimensions:368 pages, 8.5 × 5.51 × 0.04 inPublished:November 30, 2012Publisher:Palgrave Macmillan UKLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0230389104

ISBN - 13:9780230389106

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Table of Contents

List of Tables
List of Figures
Prologue
Acknowledgements
A Note on Referencing Styles
Historiography
Scope, Scale, Concentric Diversification and the Black Box
RCA and the Electronic Data Processing Business
General Electric and the Commercial Data Processing Market
The Ferranti Company and the Early Computer Industry
Electrical and Musical Industries
Strategies and organisations of IBM and ICT
IBM's other Competitors
Conclusions: Concentric Diversification versus Market Specialisation and the Problem of Resource Allocation