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	<title>Comments on: A Note on Systems Integration</title>
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	<link>http://organizationsandmarkets.com/2008/11/25/a-note-on-systems-integration/</link>
	<description>Economics of organizations, strategy, entrepreneurship, innovation, and more</description>
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		<title>By: Links for Nov 30 2008 &#124; Aligning Technology, Strategy, People &#38; Projects</title>
		<link>http://organizationsandmarkets.com/2008/11/25/a-note-on-systems-integration/#comment-72221</link>
		<dc:creator><![CDATA[Links for Nov 30 2008 &#124; Aligning Technology, Strategy, People &#38; Projects]]></dc:creator>
		<pubDate>Sun, 30 Nov 2008 04:01:25 +0000</pubDate>
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		<description><![CDATA[[...] A Note on Systems Integration by Dick Langlois on Organizations and Markets [...]]]></description>
		<content:encoded><![CDATA[<p>[...] A Note on Systems Integration by Dick Langlois on Organizations and Markets [...]</p>
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		<title>By: srp</title>
		<link>http://organizationsandmarkets.com/2008/11/25/a-note-on-systems-integration/#comment-72198</link>
		<dc:creator><![CDATA[srp]]></dc:creator>
		<pubDate>Fri, 28 Nov 2008 10:25:12 +0000</pubDate>
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		<description><![CDATA[It seems that Super Micro is a classic Taiwanese-style family business. It has a primary manufacturing supplier (Ablecom)  that is 80% family-owned, which is awfully close to vertical integration. Of course, it buys its key components from Intel and AMD, so the point of this post is not entirely vitiated, but the interpretation is not  as straightforward as it first appears.]]></description>
		<content:encoded><![CDATA[<p>It seems that Super Micro is a classic Taiwanese-style family business. It has a primary manufacturing supplier (Ablecom)  that is 80% family-owned, which is awfully close to vertical integration. Of course, it buys its key components from Intel and AMD, so the point of this post is not entirely vitiated, but the interpretation is not  as straightforward as it first appears.</p>
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