The Early Computer Industry [electronic resource] : Limitations of Scale and Scope /
Gandy, A.author.
Uses case studies to explore why large scale electronics failed to win a leadership position in the early computer industry and why IBM, a firm with a heritage in the business machines industry, succeeded. The cases cover both the US and the UK industry focusing on electronics giants GE, RCA, English Electric, EMI and Ferranti.
Description based upon print version of record.
Includes bibliographical references and index.
List of tables -- List of figures -- Prologue -- Acknowledgements -- Historiography -- Scope, scale, concentric diversification and the black box -- RCA and the electronic data processing business -- Consolidation phase : third generation computing and the second big push -- General Electric and the commercial data processing market -- Electrical and musical industries -- English electric -- Strategies and organisations of ibm and ict -- IBM's other competitors -- Conclusions : concentric diversification versus market specialisation and the problem of resource allocation.
Uses case studies to explore why large scale electronics failed to win a leadership position in the early computer industry and why IBM, a firm with a heritage in the business machines industry, succeeded. The cases cover both the US and the UK industry focusing on electronics giants GE, RCA, English Electric, EMI and Ferranti.
Leadership.
Economic sociology.
Industries.
Economics.
Management science.
Market research.
Management.
Industrial management.
Business Strategy/Leadership.
Organizational Studies, Economic Sociology.
Industries.
Economics, general.
Market Research/Competitive Intelligence.
Innovation/Technology Management.