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A Longitudinal Analysis of Trajectory Changes in the Software Industry: The Case of the Content Management Application Segment

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  • Claudio Vitari

    (MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management)

  • Aurelio Ravarini

    (CETIC asbl - Centre d’Excellence en Technologies de l’Information et de la Communication)

Abstract

The software industry is changing as a result of the rising influence both of packaged and of Free/Libre/Open Source Software (FLOSS), but the change trajectory of the industry is still not well understood. This article aims to contribute to clarifying software industry evolution through a longitudinal study, using Industry Change Trajectory Theory to explain and predict the evolution of the Content Management Systems (CMS) segment and the extent to which its results can be generalized to the overall software industry. Our data analysis shows that CMS players are experiencing a modification of their segments' change trajectory. While McGahan in 2004 recognized that the software industry was in a creative change trajectory, it has subsequently faced strong competition on its core assets, (i.e. applications) and the empirical results of our longitudinal study from 2002 to 2007 show the CMS segment is now in a radical change trajectory, due to the rapid obsolescence of its core activities. The paper discusses the changes affecting the segment, and proposes extending the outcome of the study to other segments of the software industry

Suggested Citation

  • Claudio Vitari & Aurelio Ravarini, 2009. "A Longitudinal Analysis of Trajectory Changes in the Software Industry: The Case of the Content Management Application Segment," Grenoble Ecole de Management (Post-Print) hal-00462408, HAL.
    • Handle: RePEc:hal:gemptp:hal-00462408
    DOI: 10.1057/ejis.2009.13
    Note: View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-00462408
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    References listed on IDEAS

    as
    1. Federico Pigni & Aurelio Ravarini & Tagliavini Marco & Claudio Vitari, 2002. "Banks' Strategies and the Internet: An Interpretation of the Banking Industry Based on the Italian Retail Market," Grenoble Ecole de Management (Post-Print) halshs-01923382, HAL.
    2. repec:wly:econjl:v::y:2017:i:605:p:f209-f235 is not listed on IDEAS
    3. Jeremy C. Short & David J. Ketchen & Timothy B. Palmer & G. Tomas M. Hult, 2007. "Firm, strategic group, and industry influences on performance," Strategic Management Journal, Wiley Blackwell, vol. 28(2), pages 147-167, February.
    4. Didem Demirhan & Varghese S. Jacob & Srinivasan Raghunathan, 2007. "Strategic IT Investments: The Impact of Switching Cost and Declining IT Cost," Management Science, INFORMS, vol. 53(2), pages 208-226, February.
    5. Federico Pigni & Aurelio Ravarini & Tagliavini Marco & Claudio Vitari, 2002. "Banks' Strategies and the Internet: An Interpretation of the Banking Industry Based on the Italian Retail Market," Post-Print halshs-01923382, HAL.
    6. Sunder Kekre & Mayuram S. Krishnan & Kannan Srinivasan, 1995. "Drivers of Customer Satisfaction for Software Products: Implications for Design and Service Support," Management Science, INFORMS, vol. 41(9), pages 1456-1470, September.
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