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Mixed source / Ramon Casadesus-Masanell in Management science, Vol. 57 N° 7 (Juillet 2011) 

Public ISBD [article]  in Management science > Vol. 57 N° 7 (Juillet 2011) . - pp. 1212-1230 Titre : Mixed source Type de document : texte imprimé Auteurs : Ramon Casadesus-Masanell, Auteur ; Gastón Llanes, Auteur Année de publication : 2011 Article en page(s) : pp. 1212-1230 Note générale : Management Langues : Anglais (eng) Mots-clés : Open  source  User  innovation  Business  models  Complementarity  Compatibility  Value  creation  Value  capture Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : We study competitive interaction between a profit-maximizing firm that sells software and complementary services, and a free open-source competitor. We examine the firm's choice of business model between the proprietary model (where all software modules are proprietary), the open-source model (where all modules are open source), and the mixed-source model (where some—but not all—modules are open). When a module is opened, users can access and improve the code, which increases quality and value creation. Opened modules, however, are available for others to use free of charge. We derive the set of possibly optimal business models when the modules of the firm and the open-source competitor are compatible (and thus can be combined) and incompatible, and show that (i) when the firm's modules are of high (low) quality, the firm is more open under incompatibility (compatibility) than under compatibility (incompatibility); (ii) firms are more likely to open substitute, rather than complementary, modules to existing open-source projects; and (iii) there may be no trade-off between value creation and value capture when comparing business models with different degrees of openness. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/57/7.toc [article] Mixed source [texte imprimé] / Ramon Casadesus-Masanell, Auteur ; Gastón Llanes, Auteur . - 2011 . - pp. 1212-1230. Management Langues : Anglais (eng) in Management science > Vol. 57 N° 7 (Juillet 2011) . - pp. 1212-1230 Mots-clés : Open  source  User  innovation  Business  models  Complementarity  Compatibility  Value  creation  Value  capture Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : We study competitive interaction between a profit-maximizing firm that sells software and complementary services, and a free open-source competitor. We examine the firm's choice of business model between the proprietary model (where all software modules are proprietary), the open-source model (where all modules are open source), and the mixed-source model (where some—but not all—modules are open). When a module is opened, users can access and improve the code, which increases quality and value creation. Opened modules, however, are available for others to use free of charge. We derive the set of possibly optimal business models when the modules of the firm and the open-source competitor are compatible (and thus can be combined) and incompatible, and show that (i) when the firm's modules are of high (low) quality, the firm is more open under incompatibility (compatibility) than under compatibility (incompatibility); (ii) firms are more likely to open substitute, rather than complementary, modules to existing open-source projects; and (iii) there may be no trade-off between value creation and value capture when comparing business models with different degrees of openness. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/57/7.toc