Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
The Apple business model: Crowdsourcing mobile applications
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.ORCID iD: 0000-0003-4317-9963
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.ORCID iD: 0000-0003-2062-9087
2013 (English)In: Accounting Forum, ISSN 0155-9982, E-ISSN 1467-6303, Vol. 37, no 4, p. 280-289Article in journal (Refereed) Published
Abstract [en]

Much to Apple's chagrin, the ‘suicide express’ at the Foxconn manufacturing complex in China has been widely reported. While outsourcing the manufacture of technology components is neither new nor unique, the external sourcing of digital content is integral to the success of Apple's business model. In 2008, Apple opened up their platform to third-party IT developers, leveraging their expertise for the supply of applications. Apple's rapid dominance of the mobile market led to the emergence of a business model that weaves together Internet-enabled mobile devices with digital content, brought together within a closed proprietary platform or ecosystem. Applying a Global Production Network analysis, this paper reports on fieldwork among Apple mobile application developers in Sweden, the UK, and the US. The analysis shows that although some developers experience success, financial returns remain elusive and many encounter intense pressure to generate and market new products in a competitive and saturated market. Crowdsourcing allows Apple to effectively source development to a global base of software developers, capitalizing on the mass production of digital products while simultaneously managing to sidestep the incurred costs and responsibilities associated with directly employing a high-tech workforce.

Place, publisher, year, edition, pages
2013. Vol. 37, no 4, p. 280-289
National Category
Information Systems, Social aspects
Research subject
Informatics
Identifiers
URN: urn:nbn:se:ltu:diva-12603DOI: 10.1016/j.accfor.2013.06.001Scopus ID: 2-s2.0-84886315268Local ID: bc2e95dd-b4c9-42bb-9f21-fb49cf8f4e24OAI: oai:DiVA.org:ltu-12603DiVA, id: diva2:985554
Note
Validerad; 2013; 20130813 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Bergvall-Kåreborn, BirgittaHowcroft, Debra

Search in DiVA

By author/editor
Bergvall-Kåreborn, BirgittaHowcroft, Debra
By organisation
Innovation and Design
In the same journal
Accounting Forum
Information Systems, Social aspects

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 169 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf