Entrepreneurship in digital platforms: A network‐centric view
Abstract
Research summary: Research on entrepreneurship has focused primarily on the individual characteristics of founders in driving the success of new ventures offering stand‐alone products and/or services. In recent years, we have seen an increase in entrepreneurship in digital platforms—where success requires positioning products and services within dynamic digital networks that depict complex connections among platforms, complementary modules, and consumers. This article introduces key elements of a theory for settings where entrepreneurship success is intricately connected to the moves of other entrepreneurs and coordinated within and across platforms. We introduce a network‐centric view to understand how entrepreneurs occupying the role of third‐party developers support digital platforms by their choices to link to them. Furthermore, we develop propositions reflecting a dynamic perspective representing two key stages of competition in digital platforms, initial launch, and scale‐up. We hope this work guides further theorizing and empirical research in digital platforms and entrepreneurship in general. Managerial summary: Over the last decade, we have seen a rise in digital entrepreneurs who support platforms such as A pple i OS , G oogle's A ndroid, F acebook, T witter, and others. The success of platforms requires support from applications, and entrepreneurs in such settings play a critical role in making some platforms succeed relative to others. Our study provides insight into how digital entrepreneurs can orchestrate strategic moves that allow them to navigate the complex landscape of linking and adapting to different platforms and how these linkage choices can lead to entrepreneurial success.
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Multihoming complementors become part of a larger, more diverse group of peers whose activities might influence them.
“Third, multihoming complementors become part of a larger, more diverse group of peers whose activities might influence them (Cenamor, 2021;Srinivasan & Venkatraman, 2018).”
From What role do data network effects play for multihoming complements? An empirical analysis of platform complementors’ strategies for consumer value creation (2025) · cites this paper as Srinivasan & Venkatraman, 2018
Complementors aim to keep a certain independence from the dominant platform provider.
“Thus, complementors aim to keep a certain independence from the dominant platform provider (Cenamor, 2021;Srinivasan & Venkatraman, 2018).”
From What role do data network effects play for multihoming complements? An empirical analysis of platform complementors’ strategies for consumer value creation (2025) · cites this paper as Srinivasan & Venkatraman, 2018
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Architectural Convergence and Platform Evolution: Empirical Test of Complementor Moves in Videogames
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Self-citationCross-level interaction mechanism for high growth among digital start–ups: an fsQCA analysis
Li, H., Wang, H., Yang, Z., & Guo, C. (2026) · Chinese Management Studies · doi:10.1108/cms-06-2024-0450 · Cited by 3 · see citing works
Knorr, C., Erath, M., Saesen, J., Kindermann, B., & Strese, S. (2025) · Electronic Markets · doi:10.1007/s12525-025-00817-4
“Thus, complementors aim to keep a certain independence from the dominant platform provider (Cen-amor, 2021; Srinivasan & Venkatraman, 2018).”
- Authors
- Srinivasan, A., & Venkatraman, N.
- Affiliations
- Providence College (US)
- Boston University (US)
- Corresponding author
- Srinivasan, Arati
- ORCID
- Srinivasan, Arati
- Venue
- Strategic Entrepreneurship Journal
- Publisher
- Wiley
- Published
- 2017-10-14
- Volume
- 12
- Issue
- 1
- Pages
- 54-71
- ISSN
- 1932-4391 (ISSN-L)
- 1932-443X
- OpenAlex
- W2752675455
- Cited by
- 331
- References
- 120
- Citations by year
- 2026: 35 · 2025: 50 · 2024: 55 · 2023: 64 · 2022: 47 · 2021: 37 · 2020: 20 · 2019: 18 · 2018: 4 · 2014: 1
- FWCI
- 22.78
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Strategic Entrepreneurship Journal (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Digital Platforms and Economics
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
- Keywords
- digital platforms, third-party developers, platform competition, entrepreneurial success, dynamic capabilities
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