![]() #Marble arena 2 latest version download codeExamples of IPs vary from program source code to the main game character’s name and appearance. IPs in the mobile game industry include technology patents, trademarks, design patent, and copyrights. Commercialization related actions are more visible in the market and can be perceived as direct threat to competitors. #Marble arena 2 latest version download androidGeneral forms of commercialization strategy include: (1) Direct service through IOS or Android app stores (2) using intermediate platforms (e.g., Kakao or Line), or (3) publishing through local companies by permitting licensing. Mobile game companies typically choose different types of commercialization strategies for their products in different markets. In addition, cultural production is known to encounter greater market uncertainty because customer preferences are difficult to predict. ![]() It is hard for firms to track or anticipate their rivals’ latest product development activities, thereby imposing less visible threats to their competitors. Since this is still an early stage of product development, numerous ideas are exchanged during this stage it is considered to be highly uncertain and risky. These are typically in-house activities that are not disclosed to public audiences. The content development process is inclusive of game concept and pitch development, game design, and production and prototype planning activities. Stages of Innovation Activities and Observability of Competitive Actionsįigure 2 illustrates the stages of innovation activities and the observability of actions for each stage. In this regard, we aim to refine prior studies by consolidating both upstream and downstream activities and explore how MMC influences the different stages of upstream and downstream innovation activities. Building on this line of work, different organizational outcome domains, such as innovation, are also worth noting. In their research, they further specified that, “This gap is highly problematic, since most strategists subscribe to the idea that innovation and exploration are not tantamount to interfirm competitive dynamics they are also the underlying engine of industrial, strategic, and organizational competitiveness (p. As they pointed out, previous research on multimarket contact has largely focused on “exploitation”, rather than “exploration” activities. This result suggested that the impact of MMC can be context-specific, conditioned with different types of corporate activities. The research made an interesting observation that high-tech firms facing high uncertainty risk of exploration perceive their rival’s presence as a signal for market growth potential. In a similar vein, Anand, Mesquita and Vassolo argued that the notions of exploitation and exploration offer insightful explanations regarding the different impacts of the mutual forbearance hypothesis. Other studies have also found that the perceived threat of imitation entailed by increased rivalry can also encourage firms to enact protective measures against these industry threats, such as patenting. In the medical devices industry, Theeke and Lee found that an increased level of MMC is likely to initiate a patent lawsuit against the focal firm’s rival. Some studies have shifted the attention to upstream activities (e.g., R&D), pointing out that prior research on MMC have been limited to implications on downstream activities (i.e., pricing, market entry decisions). Based on our findings, we explain how mutual forbearance and observability of the rival’s competitive action influence the choice of strategic decisions across different stages of innovation. ![]() This study is conducted as an exploratory case research based on the in-depth analysis of two leading Korean Mobile game companies. Specifically, we focus on three stages of innovation: Content development, commercialization, and protection of IPs (Intellectual Property). The purpose of this research is to explore how multimarket competition influences different stages of innovation. While prior studies have mainly focused on how reduced rivalry from MMC influences market-related decisions, only a few have paid attention to its impact on innovation activities. ![]() Most studies on MMC have explored how the market overlap creates “mutual forbearance”, which lessens the intensity of rivalry. Multimarket contact (MMC) refers to the situation in which more than two firms simultaneously compete with each other in multiple products and/or geographical markets. ![]()
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