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Compatibility Choices and Network Product Markets

網路產品市場與相容決策

摘要


本文建立一個賽局理論模型探討當網路外部性源自於不同使用者間相互依存關係時,網路產品生產者之相容決策。分析結果指出,網路產品生產者之相容決策取決於市場但從事電子商務廠商之多寡、上網消費者人數,以及消費者對於網路交易之接受程度。在上網人口相對稀少且消費者對於網路交易接受程度相對較低的情況下,若從事電子商務廠商較多,賽局的耐許均衡結果呈現出一家網路產品生產者採取與對手相容之決策,另一品牌卻選擇與對手不相容的現象。

並列摘要


This paper proposes a model to analyze compatibility decision problems encountered by network product providers in their attempts to deal with markets which, although segmented, are nevertheless interdependent through the network effect. We demonstrate that the compatibility decisions of these network product providers are influenced by the number of consumers indicating an interest in e-commerce, consumer attitudes towards e-commerce, and the number of firms planning to engage in e-commerce business, with the occurrence of either 'full compatibility' or 'one-way compatibility' outcomes being possible in equilibrium. The intuition behind a one-way compatibility Outcome is that when treated as a Strategic device, the compatibility decision can enhance a brand's competitiveness in the web server software market, at the expense of weakening its competitiveness in the browser market. Therefore, if the network effects on user benefits provided by a web server's Software brand are comparatively small, whilst the network effects on the utility of users of a rival's browser are large, then the network product manufacturer could choose incompatibility.

參考文獻


Katz, M., Shapiro, C.(1985).Network externalities, competition and compatibility.American Economic Review.75
Katz, M., Shapiro, C.(1994).Systems Competition and Network Effects.Journal of Economic Perspectives.8
Kristiansen, E., Thum, M.(1997).R&D Incentives in Compatible Networks.Journal of Economics.65
Matutes, C., Regibeau, P.(1996).A selective review of the economics of standardization-entry deterrence, technological progress and international competition.European Journal of Political Economy.12
Shapiro, C., Varian, H. R.(1999).Information Rules: A Strategic Guide to the Network Economy.Boston:Harvard Business School Press.

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