User preferences and strategic interactions in platform ecosystems

Panico, Claudio; Cennamo, Carmelo

doi:10.1002/smj.3149

Cited by 109 publications

(66 citation statements)

References 43 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As a result, the platform sponsor has less control over the evolution of the platform ecosystem (Gawer and Henderson, 2007). Therefore, the ecosystem governance is emerging, which presents a more nuanced setup to study strategic interactions between the platform sponsor, complementors, and customers (Panico and Cennamo, 2020).…”

Section: The Evolution Of Platform Governancementioning

confidence: 99%

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

2022

View full text Add to dashboard Cite

Industrial manufacturers increasingly develop digital platforms in the business-to-business (B2B) context. This emergent form of digital platforms requires a profound yet little understood holistic perspective that encompasses the co-evolution of platform architecture, platform services, and platform governance. To address this research gap, our study examines multiple platform sponsors from an industrial manufacturing context. The study demarcates three platform archetypes: product platform, supply chain platform, and platform ecosystem. We argue that each platform archetype involves a gradual development of platform architecture, platform services, and platform governance, which mirror each other. We also find that each platform archetype is characterized by a specific innovation mechanism that contributes to the platform service discovery and expands the platform value. Our study extends the co-evolution perspective of platform ecosystem literature and digital servitization literature.

show abstract

Section: The Evolution Of Platform Governancementioning

confidence: 99%

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

2022

View full text Add to dashboard Cite

show abstract

“…Research has shown that the scope of indirect network effects is contingent on heterogeneous supply-side factors, such as complement quality, complement diversity, and complement exclusivity (Corts and Lederman 2009, Cennamo and Santalo 2013, Park et al 2021). On the demand side, too, heterogeneity in end users' preferences for complements affects the scope of indirect network effects Eggers 2018, Panico andCennamo 2020). More generally, platforms need to set rules for user participation and engagement on both sides of the market; these might involve quality, price, conveyance of information, or other attributes (Tiwana et al 2010, Wareham et al 2014.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Market Orchestrators: The Effects of Certification on Platforms and Their Complementors

2021

View full text Add to dashboard Cite

We study how a multisided platform’s decision to certify a subset of its complementors affects those complementors and ultimately the platform itself. Kiva, a microfinance platform, introduced a social performance badging program in December 2011. The badging program appears to have been beneficial to Kiva—it led to more borrowers, lenders, total funding, and amount of funding per lender. To better understand the mechanisms behind this performance increase, we study how the badging program changed the bundle of products offered by Kiva’s complementors. We find that Kiva’s certification leads badged microfinance institutions to reorient their loan portfolio composition to align with the certification and that the extent of portfolio reorientation varies across microfinance institutions, depending on underlying demand- and supply-side factors. We further show that certified microfinance institutions that do align their loan portfolios enjoy stronger demand-side benefits than do certified microfinance institutions that do not align their loan portfolios. We therefore demonstrate that platforms can influence the product offerings and performance of their complementors—and, subsequently, the performance of the ecosystem overall—through careful enactment of governance strategies, a process we call “market orchestration.”

show abstract

“…This strategic choice protects a specific platform's core technologies. As shown in Figure 1, digital platform ecosystems can create value through complementary innovations and/or their ability to quickly connect the market's sides (Yablonsky 2018;Gawer 2020;Panico and Cennamo 2020;Calabrese et al 2020). In particular, the actors adhering to digital platform ecosystems interact and co-create value through several digital algorithms (Van Dijck et al 2018;Jovanovic et al 2021).…”

Section: The Rise Of a New Business Model: The Digital Platform Ecosystemmentioning

confidence: 99%

Digital Platform Ecosystems for Sustainable Innovation: Toward a New Meta-Organizational Model?

Calabrese

Sala

Fuller

et al. 2021

Administrative Sciences

View full text Add to dashboard Cite

This work aims to develop a conceptual model to support countries, institutions, and firms toward the accomplishment of present Agenda 2030 sustainability goals. The last two decades have seen a growing interest in sustainability. Climate change, resource scarcity, multipolarity of interests, mistrust and delegitimization of institutions are just some of the critical issues that need to be addressed. There is broad consensus on the urgency of generating further social, environmental, and economic innovation to address these challenges, reshaping global markets, and offering new spaces of action to firms and institutions. Accordingly, there also is a wide search for new models of organizing firms. Digital platforms are among those. Moreover, since digital platforms require coordination among multiple actors and interests in order to succeed, they may also be conceptualized as meta-organizations, less hierarchical than firms yet more tightly coupled than markets. However, despite the wide literature on platforms, this organizational lens seems not to have been taken into the right consideration. This conceptual work aims to fill this gap, providing a framework that clarifies why and how a digital platform ecosystem could configure a sustainable meta-organizational model, and also providing the main steps to build it.

show abstract

User preferences and strategic interactions in platform ecosystems

Cited by 109 publications

References 43 publications

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms

Market Orchestrators: The Effects of Certification on Platforms and Their Complementors

Digital Platform Ecosystems for Sustainable Innovation: Toward a New Meta-Organizational Model?

Contact Info

Product

Resources

About