info

Curwen, Peter; Whalley, Jason

2016 info

doi: 10.1108/info-05-2016-0021

PurposeIn the light of the recent European Commission decisions that clearly favour the maintenance of a 4-network structure in European mobile markets, our purpose is to provide an empirical examination of the case for and against such a structure.Design/methodology/approachA table of concentration ratios in 35 sample European markets is constructed and is followed by a detailed analysis of all relevant merger/takeover cases since 2012. These are then used to provide a general analysis of the desirability of further consolidation in the European mobile sector. FindingsAlthough the relevant investigatory bodies claim to have made out a watertight case for the maintenance of existing structures, the paper explains why these claims should be met with some scepticism, especially in the light of the development of 'quad-play' in all markets.Research limitations/implicationsWhen a decision is made on a market structure it is pointless to pursue the 'but what if?' alternatives any further. However, it should be possible in a few years' time to assess whether the Commission's predictions have come to pass.Originality/valueAs the UK decision has only just been delivered, the only commentary so far has had a narrow focus whereas this paper seeks to provide useful and relevant background data about the structure of markets and technological developments.

Sutherland, Ewan

2016 info

doi: 10.1108/info-05-2016-0022

PurposeTo examine the reporting of corporate social responsibility (CSR) in the telecommunications sector. To consider how the obligations and regulations imposed on operators affect what is considered as CSR compared to other sectors.Design/methodology/approachA review of the academic literature on CSR, relating this to developments in the regulatory state and the adoption by governments and intergovernmental bodies of CSR instruments. An analysis of coltan, greenhouse gas emissions and privacy as short case studies where CSR issues and regulation meet.FindingsMany activities that in other sectors would be considered CSR are required by licence or legislation, together with with much more detailed scrutiny and reporting. Originality/valueA review of existing literature on CSR in telecommunications, related to theories about CSR and the regulatory state.

Zhang, Nan; Hämmäinen, Heikki; Flinck, Hannu

2016 info

doi: 10.1108/info-03-2016-0011

PurposeThis paper models the cost efficiency of service function chaining (SFC) in software-defined LTE networks and compares it with traditional LTE networks.Design/methodology/approachBoth the capital (CAPEX) and operational expenditures (OPEX) of the SFC are quantified using an average Finnish mobile network in 2015 as a reference. The modeling inputs are gathered through semi-structured interviews with Finnish mobile network operators (MNO) and network infrastructure vendors operating in the Finnish market.FindingsThe modeling shows that SDN can reduce SFC related CAPEX and OPEX significantly for an average Finnish MNO in 2015. The analysis on different types of MNOs implies that a MNO without DPI sees the biggest cost savings compared to other MNO types.Practical implicationsService function investments typically amount to 5-20% of the overall MNO network investments, and savings in SFC may impact highly on the cost structure of a MNO. In addition, SFC acts as both a business interface, which connects the local MNOs with global Internet service providers, and as a technical interface, where the 3GPP and IETF standards meet. Thus, the cost efficient operation of SFC may bring competitive advantages to the MNO.Originality/valueThe results show solid basis of network related cost savings in SFC and contributes to MNOs making cost conscious investment decisions. In addition, the results act as a baseline scenario for further studies that combine SDN with virtualization to re-optimize network service functions.

GUO, JIE; Bouwman, Harry

2016 info

doi: 10.1108/info-01-2016-0003

PurposeTo understand why the penetration of handset based mobile payment in most countries is still low has been an important research topic in the last fifteen years and it has been analyzed from different perspectives. However, the analysis of a single aspect cannot provide a sophisticated answer to the complicated underlying question. The aim of this paper is to understand how a relatively successful m-payment ecosystem is created and sustained through the coopetition of various actors. Design/methodology/approachTo that end, we analyse the case of Alipay wallet, the m-payment service provider with the largest market share in China, and focus on understanding the motivations and subsequent actions of the organizations cooperating in the Alipay wallet core ecosystem. FindingsThe results show that actors with heterogeneous and complementary resources can forge sustainable collaboration. Within an ecosystem, although always constrained by resources and capabilities, the actions that the core actors take and the resulting power imbalances are dynamically changing, reflecting actors’ aim of reducing uncertainty.Research limitations/implicationsThe main limitation of this case is that it was conducted in a Chinese context, which has specific features that may not apply to other cases. In addition, this study is based on a single case study in a single country, without comparing the results to any other cases or countries. Therefore, some modifications may have to be made when applying the framework and generalizing our results. Practical implicationsWith regard to practical perspective, the Alipay case may serve as an example that other providers follow, taking similar actions to increase the dependency of others and reduce their own dependency on others. It is helpful to take a keystone strategy to create value within the ecosystem, and share this value with other participants. Moreover, Alipay acts as the platform provider, in addition to managing value creation within the ecosystem, and sharing that value with the other participants. Alipay focuses on the business and strategic needs of the core actors, without threatening their main business, for example, Alipay focuses on micro-payments, which does not pose a direct competition to banks, who mainly rely on macro-payments to generate profit. Micro-payments are often related to high transaction costs for banks. In addition, although it is difficult to define the boundaries of actors in the ecosystem, the core business of every actor is the key competitive or even survival condition. This notion should be taken into consideration by actors whose actions affecting the business of other ecosystem partners. For instance, Alipay will not aim to become a bank, as they know that if they do so, they cannot connect any other bank to their platform. In other words, the scope and boundary of the actors are clearly identified, so that the core business will not be threatened. Sords, we can learn from Alipay that it pays off to focus on one area, and not to let your competitors challenge you.Originality/valueWe proposed the StReS framework for analyzing a business ecosystem by combining resource-based review, resource dependency theories and network analysis, for investigating (i) the motivations of the organizations cooperating in the core ecosystem, and (ii) the actions they have taken to reduce dependency and uncertainty.

Saxena, Stuti; Sharma, Sujeet Kumar

2016 info

doi: 10.1108/info-04-2016-0016

PurposeThis paper seeks to integrate Big Data in e-government in Oman, also known as “e-Oman”, wherein Big Data might be better harnessed to tackle real-time challenges.Design/methodology/approachBesides a description of the concepts of e-government and Big Data in general, the paper underscores the dimensions of “e-Oman”. Following a qualitative approach, the paper asserts how integration of Big Data in “e-Oman” may be useful by invoking examples from four short case studies across different sectors.FindingsThe paper supports the integration of “e-Oman” and Big Data wherein besides providing smooth public services, the government is encouraged to forge inter- and intra-Ministerial collaboration as well as public-private partnership. The paper probes through the challenges and opportunities in effecting this integration. Practical implicationsThe paper provides a platform for the policy makers to conceive of a synchronized programme for integrating “e-Oman” and the Big Data generated by it. This integration would go a long way in building upon the economy of Oman besides providing better public services to the individuals and businesses on a real-time basis. Originality/valueThis paper seeks to fill the gap in extant literature which remains scant on the integration of e-government with Big Data. This is especially true in the case of Oman where not a single study has been presented to probe this issue. Given that “e-Oman” is expanding its scope over the years, this paper foresees the concomitant opportunities and challenges in the integration of Big Data in “e-Oman”.

Curwen, Peter; Whalley, Jason

2016 info

doi: 10.1108/info-06-2016-0024

Curwen, Peter

2016 info

doi: 10.1108/info-05-2016-0018