Market Dominance: How Firms Gain, Hold, or Lose It and the Impact on Economic Performance

By David I. Rosenbaum | Go to book overview

The challenge for IBM is to continue to adjust to the new economic realities.

Finally, it is worth speculating that this entire story would have played out much differently in the absence of the 1969 Justice Department case. Without that case, IBM may have stayed farther ahead of its small rivals in the 1970s and may have been more up-to-date on the technologies developed by its competitors. One cannot be sure that history would have played out differently in the absence of the 1969 case, but there are strong reasons to believe that it would have.


NOTES
1.
Emerson W. Pugh, Building IBM: Shaping an Industry and Its Technology ( Cambridge, MA: MIT Press, 1995), p. 324.
2.
For more on the life of Thomas Watson Sr., see Thomas G. Belden and Marva R. Belden , The Lengthening Shadow: The Life of Thomas J. Watson ( Boston: Little, Brown and Company, 1962); Pugh, Building IBM, pp. 29-36; and Robert Sobel, IBM vs. Japan: The Struggle for the Future ( New York: Stein and Day, 1986), pp. 28-34.
3.
Charles H. Ferguson and Charles R. Morris, Computer Wars ( New York: Random House, 1993), pp. 3-4.
6.
Pugh, Building IBM, pp. 323-324.
7.
Richard T. DeLamarter, Big Blue: IBM's Use and Abuse of Power ( New York: Dodd, Mead, 1986), p. 29.
9.
For explanations of the theory see Jack Hirshleifer, "The Firm's Cost Function: A Successful Reconstruction?" Journal of Business 35 ( July 1962): 235-255; Kenneth J. Arrow , "The Economic Implications of Learning by Doing", Review of Economic Studies 29 ( April 1962): 155-173; L. E. Preston and E. C. Keachie, "Cost Functions and Progress Functions: An Integration", American Economic Review 54 ( March 1964): 100-106; Sherwin Rosen, "Learning by Experience as Joint Production", Quarterly Journal of Economics 87 ( August 1972): 366-382; Karl F. Habermeier, "The Learning Curve and Competition: A Stochastic Model of Duopolistic Rivalry", International Journal of Industrial Organization 10 ( September 1992): 369-392; and Clement G. Krouse, "Market Rivalry and Leaming-by-Doing", International Journal of Industrial Organization 12 ( December 1994): 437-456.
10.
Gerald Brock, The U.S. Computer Industry: A Study of Market Power ( Cambridge, MA: Ballinger, 1975), p. 29.
11.
Federal Trade Commission, Statistical Report: Annual Line of Business Report, ( Washington, D.C.: U.S. Government Printing Office), 1974- 1977 editions.
12.
Ibid.
13.
Brock, Market Power, pp. 33-37.
14.
DeLamarter, Big Blue, p. 57.
15.
Ferguson and Morris, Computer Wars, p. 7.
17.
DeLamarter, Big Blue, p. 57.
18.
See for examples, Telex Corporation v International Business Machines, 510 F2d 894 ( 1975); ILC Peripherals Leasing Company v International Business Machines, 458 FSupp. 423 ( 1978); and Memorex Corporation v International Business Machines, 636 F2d 1188 ( 1980).

-150-

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Market Dominance: How Firms Gain, Hold, or Lose It and the Impact on Economic Performance
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Illustrations vii
  • 1 - Introduction 1
  • Notes 9
  • 2 - Dominance in the Oil Industry: Standard Oil from 1865 to 1911 11
  • Notes 33
  • 3 - Tobacco: Predation and Persistent Market Power 39
  • Notes 51
  • 4 - Alcoa and the U.S. Aluminum Industry 55
  • Notes 66
  • 5 - Dow Chemical and the Magnesium Industry 69
  • Notes 86
  • 6 - Eastman Kodak in the Photographic Film Industry: Picture Imperfect? 89
  • Notes 107
  • 7 - The Rise and Fall of Ford and General Motors in the U.S. Automobile Industry: A Tale Twice Told 109
  • Notes 126
  • 8 - The Rise and Fall of IBM 131
  • Notes 150
  • 9 - Microsoft 153
  • Notes 172
  • 10 - Blue Cross: Health Insurance 175
  • Notes 190
  • 11 - AT&T's Grand Design for Dominance in the Global Information Age 195
  • Notes 224
  • 12 - Conclusion 227
  • Notes 254
  • Bibliography 257
  • Index 267
  • About the Author 273
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