2. Some Basic Economics of Information Production and Innovation: Difference between revisions

From Yochai Benkler - Wealth of Networks
Jump to navigation Jump to search
No edit summary
(revert)
 
(26 intermediate revisions by 12 users not shown)
Line 1: Line 1:
&uarr; [[Table of Contents]]<br />
&larr; [[Part One|Part One: Overview]] | [[3. Peer Production and Sharing|Chapter 3]] &rarr;


== Content ==


[http://www.action-meds.com cheap butalbital]
* [http://www.benkler.org/Benkler_Wealth_Of_Networks_Chapter_2.pdf Full text (PDF)]
[http://www.5stardrugs.com buy tramadol]
* [[Sentence-sliced Text Chapter 2|Full text, sentence-sliced (wiki)]]
[http://www.24-7pills.net tramadol online]
* [[Summary Chapter 2|Summary (wiki)]]
[http://www.american-meds.net butalbital discount]
[http://www.amazing-pills.com butalbital cheap]
buy tramadol online. online tramadol from our pharmacy, taking tramadol buy information tramadol, side effects tramadol, purchase tramadol online. cod online tramadol, tramadol india, cheap tramadol online, tramadol online, pharmacy online store
tramadol 50 mg. low price tramadol, tramadol pain treatment - tramadol hcl 50? - 120 tramadol. tramadol sales, buying cod tramado l, tramadol for humans, cheap tramadol online, overdose tramadol. order tramadol pictured tramadol pill tramadol seizure. cod tramadol cod, tramadol pdr, order pharmacy tramadol. buy prescription tramadol drug tramadol - tramadol side.
is tramadol a, order tramadol online, tramadol hcl, tramadol drug test .tramadol uses order tramadol overnight paypal tramadol
tramadol com tramadol tablets tramadol no perscription remove tramadol.
[http://20six.co.uk/cheaptramadol cheap tramadol]
[http://20six.co.uk/ordertramadol order tramadol]
[http://20six.co.uk/onlinetramadol1 online tramadol]
[http://20six.co.uk/tramadolonline tramadol online]
[http://20six.co.uk/tramadoldiscount tramadol discount]
[http://20six.co.uk/purchasetramadol purchase tramadol]
[http://20six.co.uk/ordersoma order soma]
[http://20six.co.uk/onlinesoma1 online soma]
[http://20six.co.uk/online-viagra online viagea]
[http://20six.co.uk/orderviagra order viagra]
[http://20six.co.uk/cheapviagraonline cheap viagra online]
[http://20six.co.uk/purchaseviagra purchase viagra]
[http://20six.co.uk/cheap-ultram cheap ultram]


[http://spaces.msn.com/cheap-tramadol/ cheap tramadol]
== Summary ==
[http://spaces.msn.com/buy-viagra/ buy viagra]


SEO: UndoneHeaven
Information is nonrivalrous (we can both use it at the same time). It is also circular in that it is both input and output to its own production -- building a table requires wood, writing a paper requires other papers. Copyright laws are justified as making information rivalrous and thus creating a market for it but are constrained so that later the result can be used in the circular production process. But how is producing information actually motivated?


[http://www.replicahours.com rolex replica]
Strategies of producers fall along two axes: benefit maximization (using exclusive rights to make money, using nonexclusive rights to make money, using nonexclusive rights to get non-monetary benefits) and cost minimization (using public domain information, using purchased/owned information, and using privately shared information). This results in nine production strategies. Each strategy receives different inefficiencies from copyright law, so a law's effects depend on which strategies are used. But which strategies get used depends on the law.
[http://www.replicahours.com/index.php?cPath=51_25 fake rolex daydate]
[http://www.replicahours.com/index.php?cPath=29 replica swiss]
[http://www.google.com/search?sourceid=navclient&gfns=1&ie=UTF-8&q=replicahours replicahours]
buy replica cheap best price rolex discounf fake. watches fake watch online store using paypal fedex rolex replicahours. order rolex replica now. cheap wholesale fake rolex online free shipping. 80% discount rolex replica and replicas watches. woman how to adjust a chronometer watch authorized rolex dealer, rolex watches rolex dial rolex oyster perpetual date reloj panerai replica en usa rolex watches serial numbers rolex woman daytona daytona watch replica panerai watch rolex 50th anniversary rolex daytona paul newman replica rolex buy rolex watches. ladies rolex yachtmaster white dial faux. rolex daytona manual cellini rolex for sale pictures of rolex oyster perpetual datejust rolex rolex gmt-master ii buying rolex on line fake rolex daytona gold on silver how to tell fake tag rolex oyster perpetual new tell. Replica rolex? Swiss made replica rolex watch! Cost does fake much rolex rolex presidential rolex. Rolex dials rolex sea dweller. Rolex  tudor fake rolex turkey datejust oyster perpetual rolex man rolex submariner cosmograph daytona oyster professional rolex? Datejust rolex rolex replica rolex fake rolexes for sale. Rolex submariner for sale, rolex yachtmaster! Explorer ii rolex preowned rolex watch? Cheap rolex watch, rolex daytona 116520 forum rolex. 18k gold replica ex part rolex daytona review rolex submariner 50 anniversary rolex cellini replica rolex watch fake rolex omega?


[http://www.customsoftwarenow.com custom software development]
Which strategies are used also depends on the technology. New technology has made nonmarket strategies more practical, but incumbent firms want to protect their own models by strengthening copyright laws.
Software Development, custom software development, offshore  software development, outsourcing software development


[http://www.thepublish.com press release]
==Sources==
press release, articles, business directory, ezines, classifieds, job search,business free  b2b search advertising aerospace defense agriculture airlines automotive chemicals computers electronics semiconductors energy utilities
===Sources cited in the chapter===
===Other relevant readings===


[http://www.ez-agents.com wholesale atv]
==Case Studies==
===Supporting examples===
""As it turns out, repeated survey studies since 1981 have shown that in all
industrial sectors except for very few—most notably pharmaceuticals—firm
managers do not see patents as the most important way they capture the
benefits of their research and developments. They rank the advantages that
strong research and development gives them in lowering the cost or improving
the quality of manufacture, being the '''first in the market''', or developing
'''strong marketing relationships''' as more important than patents."
from page 40-41
 
(emphasis on their strong relevance to Open Source bazaars - [[User:Red1|Red1]])
 
In the case of Open Source the author gave the example of how IBM spends millions on it to gain other benefits of savings here, but the criteria above of branding and strong market gains are ever more relevant. So much so, erroneusly learning from Linux, many copycat projects are exploitatively trying to ride on ''planting the flag on the mountain'', and what they put out even though open, are more of 'market positioning' ploys. A September 2006 case is [http://en.wikipedia.org/wiki/Compiere Compiere ]been a premier OS player in the Small Medium Business sector, but adopts a  [http://en.wikipedia.org/wiki/The_Cathedral_and_the_Bazaar ''Cathedral''] approach instead. They soon lost the branding advantage to [http://www.adempiere.com/wiki/index.php/Media_Coverage ADempiere] been obediently true ''peer-based community'' Compiere fork which proves the author's basis in this chapter. The ''wealth of networking'' by the community members quickly obliterate whatever [https://sourceforge.net/project/stats/?group_id=176962&ugn=adempiere advantage] Compiere had prior to it going after some funding - the matador's cloth of many OSS ploys. As another more recent case of [http://opensourceculture.blogspot.com/2006/11/yes-i-know.html Redhat vs Oracle] shows, such ''ploys'' are beginning to show its slip.
By such account, other pro-monetary projects such as MySpace, Google, YouTube may suffer the same threats as Netscape, Yahoo! and Hotmail has. [http://www.adempiere.org ADempiere] and another similar [http://en.wikipedia.org/wiki/Mambo_(CMS) OSS] fork, [http://www.joomla.org/ Joomla!] are living proofs that OSS can stay rich for all its members without funding, and in perpetual mode.
 
===Counter-examples===
 
==Key Concepts==
 
'''Non-rival''' (36)
 
'''Standing-on-the-shoulders-of-giants Effect''' (37)
 
'''Input/Output Circularity (see Standing-on-the-shoulders-of-giants Effect)
'''

Latest revision as of 09:14, 19 August 2007

Table of Contents
Part One: Overview | Chapter 3

Content

Summary

Information is nonrivalrous (we can both use it at the same time). It is also circular in that it is both input and output to its own production -- building a table requires wood, writing a paper requires other papers. Copyright laws are justified as making information rivalrous and thus creating a market for it but are constrained so that later the result can be used in the circular production process. But how is producing information actually motivated?

Strategies of producers fall along two axes: benefit maximization (using exclusive rights to make money, using nonexclusive rights to make money, using nonexclusive rights to get non-monetary benefits) and cost minimization (using public domain information, using purchased/owned information, and using privately shared information). This results in nine production strategies. Each strategy receives different inefficiencies from copyright law, so a law's effects depend on which strategies are used. But which strategies get used depends on the law.

Which strategies are used also depends on the technology. New technology has made nonmarket strategies more practical, but incumbent firms want to protect their own models by strengthening copyright laws.

Sources

Sources cited in the chapter

Other relevant readings

Case Studies

Supporting examples

""As it turns out, repeated survey studies since 1981 have shown that in all industrial sectors except for very few—most notably pharmaceuticals—firm managers do not see patents as the most important way they capture the benefits of their research and developments. They rank the advantages that strong research and development gives them in lowering the cost or improving the quality of manufacture, being the first in the market, or developing strong marketing relationships as more important than patents." from page 40-41

(emphasis on their strong relevance to Open Source bazaars - Red1)

In the case of Open Source the author gave the example of how IBM spends millions on it to gain other benefits of savings here, but the criteria above of branding and strong market gains are ever more relevant. So much so, erroneusly learning from Linux, many copycat projects are exploitatively trying to ride on planting the flag on the mountain, and what they put out even though open, are more of 'market positioning' ploys. A September 2006 case is Compiere been a premier OS player in the Small Medium Business sector, but adopts a Cathedral approach instead. They soon lost the branding advantage to ADempiere been obediently true peer-based community Compiere fork which proves the author's basis in this chapter. The wealth of networking by the community members quickly obliterate whatever advantage Compiere had prior to it going after some funding - the matador's cloth of many OSS ploys. As another more recent case of Redhat vs Oracle shows, such ploys are beginning to show its slip. By such account, other pro-monetary projects such as MySpace, Google, YouTube may suffer the same threats as Netscape, Yahoo! and Hotmail has. ADempiere and another similar OSS fork, Joomla! are living proofs that OSS can stay rich for all its members without funding, and in perpetual mode.

Counter-examples

Key Concepts

Non-rival (36)

Standing-on-the-shoulders-of-giants Effect (37)

Input/Output Circularity (see Standing-on-the-shoulders-of-giants Effect)