The DOI matches its Crossref record; 108 of the 111 references it cites were found in a registry or an index.
Networks, platforms, and strategy: Emerging views and next steps
Abstract
Research summary : A substantial and burgeoning body of research has described the influence of platform‐mediated networks in a wide variety of settings, whereby users and complementors desire compatibility on a common platform. In this review, we outline extant views of these dynamics from the industrial organization ( IO) economics, technology management, and strategic management perspectives. Using this review as a foundation, we propose a future research agenda in this domain that focuses the on the relative influence of network effects and platform quality in competitive outcomes, drivers of indirect network effects, the nature and attributes of complementors, and leveraging complementor dynamics for competitive advantage . Managerial summary : In many industries, such as social networks and video games, consumers place greater value on products with a large network of other users and a large variety of complementary products. Such “network effects” offer lucrative opportunities for firms that can leverage these dynamics to create dominant technology platforms. This article reviews current perspectives on network effects and the emergence of platforms, and offers several areas of future consideration for optimal strategies in these settings . Copyright © 2016 John Wiley & Sons, Ltd.
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In the citing paper
“Significant research gaps persist foremost in explaining the emergence of a nascent digital platform and its progression into a wide-spanning DPE.”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Particularly re-occurring patterns and temporal dimensions of emergence continue to be relatively unexplored.”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“These interactions are often subject to standards, which can be either industry-induced or defined by the focal platform firm itself (Jones et al., 2021;McIntyre & Srinivasan, 2017).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Like technology-based organizations (Kazanjian, 1988), DPEs undergo stages of creation, growth, persistence, and decline (McIntyre & Srinivasan, 2017;van de Ven & Poole, 1995).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Studies argue that network effects can, to a certain extent, be created or altered in favor of firms, and counters the pre-dominant view of treating them as exogenous industry attributes (McIntyre & Srinivasan, 2017;McIntyre & Subramaniam, 2009).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Open standards foster higher levels of complementor participation, potentially leading to a greater variety of complements.”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Boundary resources rely on a suitable platform architecture (Cennamo et al., 2018;Tiwana, 2014) and standards (McIntyre & Srinivasan, 2017) enabling future complementors to reuse components and to generate additional value.”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
In the citing paper
“Proprietary standards, however, give the focal platform firm more control and may act as entry barriers for future complementors and competitors (McIntyre & Srinivasan, 2017).”
From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as McIntyre & Srinivasan, 2017
Citations
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Cited by
Sorted by citations
Digital transformation: A multidisciplinary reflection and research agenda
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021) · Journal of Business Research · doi:10.1016/j.jbusres.2019.09.022 · Cited by 5,720
Towards a theory of ecosystems
Jacobides, M. G., Cennamo, C., & Gawer, A. (2018) · Strategic Management Journal · doi:10.1002/smj.2904 · Cited by 3,724
van Dijck, J., Poell, T., & de Waal, M. (2018) · doi:10.1093/oso/9780190889760.001.0001 · Cited by 2,951
The platformization of cultural production: Theorizing the contingent cultural commodity
Nieborg, D. B., & Poell, T. (2018) · New Media & Society · doi:10.1177/1461444818769694 · Cited by 1,530
Cenamor, J., Parida, V., & Wincent, J. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.03.035 · Cited by 1,163
Metadata
- Authors
- McIntyre, D. P., & Srinivasan, A.
- Affiliations
- Providence College (US)
- Corresponding author
- McIntyre, David P.
- ORCID
- Srinivasan, Arati
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2016-11-17
- Volume
- 38
- Issue
- 1
- Pages
- 141-160
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2531864566
- Cited by
- 1,109
- References
- 111
- Citations by year
- 2026: 120 · 2025: 151 · 2024: 142 · 2023: 139 · 2022: 139 · 2021: 142 · 2020: 121 · 2019: 76 · 2018: 62 · 2017: 11 · 2016: 4
- FWCI
- 122.66
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Strategic Management Journal (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Digital Platforms and Economics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Keywords
- network effects, platform quality, complementors, indirect network effects, competitive advantage, platform strategy, industrial organization economics, technology management, strategic management, social networks, video games
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