The DOI matches its Crossref record; 92 of the 98 references it cites were found in a registry or an index.
Bridging differing perspectives on technological platforms: Toward an integrative framework
Open accessAbstract
An integrative framework is proposed to advance management research on technological platforms, bridging two theoretical perspectives: economics, which sees platforms as double-sided markets, and engineering design, which sees platforms as technological architectures. While the economic perspective informs our understanding of platform competition, the engineering design perspective informs our view of platform innovation. The article argues that platforms can be usefully conceptualized as evolving organizations or meta-organizations that: (1) federate and coordinate constitutive agents who can innovate and compete; (2) create value by generating and harnessing economies of scope in supply or/and in demand; and (3) entail a modular technological architecture composed of a core and a periphery. In support of this conceptualization, a classification system is presented, indicating that technological platforms appear in a variety of organizational forms: within firms, across supply chains, and across industry innovation ecosystems. As an illustration, the framework is then applied to derive a simple model highlighting patterns of interaction between platform innovation and competition, yielding hypotheses that could be tested empirically by future scholars.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Because of their central role in encouraging project development, they are often thought to foster an ecosystem under the sponsorship of a platform leader which develops and provides specific functionality to smaller projects (Gawer, 2014).”
From The sustainability of open source commons (2023) · cites this paper as Gawer, 2014
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“It also shows that content creators face a ‘winner-take-all’ situation (Cennamo and Santalo 2013, p. 1331; Gawer 2014, p. 1241).”
From Content Creators Between Platform Control and User Autonomy: The Role of Algorithms and Revenue Sharing (2023) · cites this paper as Gawer 2014
Experimental — accuracy not yet measuredIn the citing paper
“Even in the service innovation literature (Barrett et al. 2015;Lusch and Nambisan 2015), where value-in-use is emphasized, and in the platform and network effects literature (Gawer 2014;Parker et al. 2016), where demand and user adoption are important, there is a lack of a vocabulary and coherent framework for dealing with use recombination and how it relates to value creation and capture in digit”
From Recombination in the open-ended value landscape of digital innovation (2018) · cites this paper as Gawer 2014
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cites
A resource‐based view of the firm
Wernerfelt, B. (1984) · Strategic Management Journal · doi:10.1002/smj.4250050207 · Cited by 25,635 · cited 1×
“Given the entrality of economies of scope in theories of organizations (Teece, 980; Wernerfelt, 1984; Helfat and Eisenhardt, 2004), this comon underpinning provides the intuition that an organizational ens might be useful to develop a unifying framework for platforms. y organization I do not…”
BackgroundSocial Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
Uzzi, B. (1997) · Administrative Science Quarterly · doi:10.2307/2393808 · Cited by 9,853
(2003) · Cited by 9,368
Interorganizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology
Powell, W. W., Koput, K. W., & Smith-Doerr, L. (1996) · Administrative Science Quarterly · doi:10.2307/2393988 · Cited by 8,499
(1938) · Virtual Defense Library (Ministerio de Defensa) · Cited by 7,145
Platform Competition in Two-Sided Markets
Rochet, J.-C., & Tirole, J. (2003) · Journal of the European Economic Association · doi:10.1162/154247603322493212 · Cited by 5,642
On the criteria to be used in decomposing systems into modules
Parnas, D. L. (1972) · Communications of the ACM · doi:10.1145/361598.361623 · Cited by 4,838
The Architecture of Complexity
Simon, H. A. (1991) · Springer eBooks · doi:10.1007/978-1-4899-0718-9_31 · Cited by 4,479 · cited 2×
“…by breaking up a complex system into discrete components, which interact through standardized interfaces within a standardized architecture, one can eliminate what would otherwise be an unmanageable spaghetti tangle of systemic interconnections (Simon, 1962; Parnas, 1972; Langlois, 2002).”
BackgroundOpen Innovation: The New Imperative for Creating and Profiting from Technology
Badawy, A. M. (2004) · Journal of Engineering and Technology Management · doi:10.1016/j.jengtecman.2004.05.003 · Cited by 3,637
Design Rules: The Power of Modularity
Baldwin, C. Y., & Clark, K. B. (2000) · doi:10.7551/mitpress/2366.001.0001 · Cited by 3,504
Flagged first, then by citations
6 of the 98 references couldn’t be matched to a known paper.
Research works printed but not linked: 2
- Baldwin, 2000, vol. 1
- Zaheer, 2000, Strategic networks, Strategic Management Journal, 21, 203, 10.1002/(SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K · DOI
Cited by
Sorted by citations
Items 501–600 of 999
Streaming giants and the global shift: building value chains and remapping trade flows
Chalaby, J. K. (2024) · Journal of Communication · doi:10.1093/joc/jqae040 · Cited by 21
Digital Platforms for the Logistics Sector of the Russian Federation
Ильин, И. В., Maydanova, S., Lepekhin, A. A., Jahn, C., Weigell, J., & Korablev, V. V. (2020) · Lecture notes in networks and systems · doi:10.1007/978-3-030-64430-7_15 · Cited by 21
Transitioning to Platform-based Services and Business Models in a B2B Environment
Matzner, M., Pauli, T., Marx, E., Anke, J., Pöppelbuß, J., Fielt, E., Gregor, S. D., Sun, R., Hydle, K. M., AAS, T. H., et al. (2021) · Journal of Service Management Research · doi:10.15358/2511-8676-2021-3-143 · Cited by 20
Interfirm collaboration and exchange relationships: An agenda for future research
Borah, S. B., Mallapragada, G., Bommaraju, R., Venkatesan, R., & Thongpapanl, N. (2021) · International Journal of Research in Marketing · doi:10.1016/j.ijresmar.2021.09.012 · Cited by 22
Li, L., Wang, L., & Zhang, X. (2022) · Buildings · doi:10.3390/buildings12122205 · Cited by 24
“technologies into the physical built environment [2,3].”
Strategy-Making and Organizational Evolution
Burgelman, R. A., Snihur, Y., & Thomas, L. D. W. (2023) · Cambridge University Press eBooks · doi:10.1017/9781108987684 · Cited by 20
Lehtonen, M. J., Gustafsson, R., & Hassan, L. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122756 · Cited by 21
Complementors as ecosystem actors: a systematic review
Carst, A. E., & Hu, Y. (2023) · Management Review Quarterly · doi:10.1007/s11301-023-00368-y · Cited by 27
Profiting from Data Commons: Theory, Evidence, and Strategy Implications
Potts, J., Torrance, A. W., Harhoff, D., & von Hippel, E. (2023) · Strategy Science · doi:10.1287/stsc.2021.0080 · Cited by 22
Chen, X., & Cui, M. (2022) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2022.121868 · Cited by 20
A Bibliometric Analysis on Supply Chain Collaboration
Tripathi, V., Singh, K., Parihar, S., & Srivastava, S. K. (2022) · Purushartha - A Journal of Management Ethics and Spirituality · doi:10.21844/16202115205 · Cited by 20
Competing with the platform: Complementor positioning and cross‐platform response to entry
Kapacinskaite, A., & Mostajabi, A. (2024) · Strategic Management Journal · doi:10.1002/smj.3643 · Cited by 24
Gawer, A., & Harracá, M. (2025) · Research Policy · doi:10.1016/j.respol.2025.105300 · Cited by 23
Harland, P. E., Uddin, Z., & Laudien, S. M. (2018) · Review of Managerial Science · doi:10.1007/s11846-018-0289-9 · Cited by 20
“Because we focus here on product platforms as part of a whole product we do not consider them as a stage on which to present, interchange, or position something differently [e.g. as with web platforms (Zhu and Iansiti 2012) or multi-sided-platforms (Gawer 2014)].”
BackgroundNeto, V. J. D. S., & Chiarini, T. (2021) · Technology in Society · doi:10.1016/j.techsoc.2020.101460 · Cited by 20
On emergence in service platforms: An application to P2P lending
Peña, M. V. T., & Breidbach, C. F. (2021) · Journal of Business Research · doi:10.1016/j.jbusres.2021.06.057 · Cited by 21
Saarikko, T. (2016) · Business & Information Systems Engineering · doi:10.1007/s12599-016-0426-4 · Cited by 21
“A common feature of – and indeed rationale for – platforms is their ability to create value for stakeholder(s) in situations in which the problem is well-defined (Gawer 2014).”
BackgroundInfluentialOne name for two concepts: A systematic literature review about meta‐organizations
Coulombel, P., & Berkowitz, H. A. (2024) · International Journal of Management Reviews · doi:10.1111/ijmr.12385 · Cited by 19
Exploring the Success Factors of Mobile Business Ecosystems
Winter, J., Battisti, S., Burström, T., & Luukkainen, S. (2018) · International Journal of Innovation and Technology Management · doi:10.1142/s0219877018500268 · Cited by 19
“This finding also appears to support the third hypothesis of Gawer (2014) stating that ‘collaborative governance will increase complementors’ incentives to innovate in platform-enhancing ways’, although whether all innovation in the Android ecosystem is platform-enhancing is subject to debate.”
BackgroundMethodResultInfluentialManriquez, M. (2019) · Research in the sociology of work · doi:10.1108/s0277-283320190000033010 · Cited by 19
Stornelli, A., Simms, C., Reim, W., & Ozcan, S. (2023) · Technovation · doi:10.1016/j.technovation.2023.102925 · Cited by 32
“This analytical approach differs from focusing on the capabilities to identify the risks of ecosystem strategies and design (Adner, 2006) or on platform leadership from large corporations (Cusumano, 2002; Gawer and Cusumano, 2014; Gawer, 2014).”
MethodPlattform-Ökosysteme im Bereich der intelligent vernetzten Mobilität: Eine Geschäftsmodellanalyse
Schäfer, T., Jud, C., & Mikusz, M. (2015) · HMD Praxis der Wirtschaftsinformatik · doi:10.1365/s40702-015-0126-4 · Cited by 19
Platform selection for complex systems: Building automation systems
van de Kaa, G., de Vries, H. J., & Rezaei, J. (2014) · Journal of Systems Science and Systems Engineering · doi:10.1007/s11518-014-5258-5 · Cited by 19
“Platforms are studied from multiple perspectives including engineering design, economics and strategy (Gawer 2014, Gawer and Cusumano 2013).”
BackgroundMethodPlatform-based service innovation and system design: research opportunities
Fu, W., Wang, Q., & Zhao, X. (2018) · Industrial Management & Data Systems · doi:10.1108/imds-03-2017-0130 · Cited by 19
Fritzsche, A., & Bohnert, A. (2021) · The Geneva Papers on Risk and Insurance Issues and Practice · doi:10.1057/s41288-021-00244-4 · Cited by 19
“This problem is illustrated by the current discourse on multi-sided markets and the platform economy (de Reuver et al. 2018; Gawer 2014).”
BackgroundParedes-Frigolett, H. J., & Pyka, A. (2022) · Journal of Evolutionary Economics · doi:10.1007/s00191-022-00760-z · Cited by 19
“Gawer classifies platforms in three organizational settings, namely, internal platforms within a firm, supply-chain platforms operating in linear value chains, and industry platforms operating in ecosystems (Gawer 2014, p. 1244).”
BackgroundInfluentialThe Emergence of Platform-Dependent Entrepreneurs: Power Asymmetries, Risk, and UncertaintyPreprint
Cutolo, D., & Kenney, M. F. (2019) · SSRN Electronic Journal · doi:10.2139/ssrn.3372560 · Cited by 32
Aagaard, A. (2024) · Springer eBooks · doi:10.1007/978-3-031-57511-2 · Cited by 26
Zen, A. C., dos Santos, C. A. F., dos Santos, D. A. G., da Rosa, J. R., & Spindler, E. D. S. (2023) · International Journal of Innovation Science · doi:10.1108/ijis-11-2022-0223 · Cited by 18
Antai, I., Lenka, S., & Achtenhagen, L. (2024) · Construction Management and Economics · doi:10.1080/01446193.2024.2396592 · Cited by 23
“Digital platforms are often categorized into three main types: transaction platforms, innovation platforms, and integration platforms (e.g. Gawer 2014, Evans and Gawer 2016).”
Establishing and governing data ecosystems at the crossroads of centralization and decentralization
Kernstock, P., Harms, C., Hein, A., & Krcmar, H. (2025) · Electronic Markets · doi:10.1007/s12525-025-00810-x · Cited by 18
“These tensions stem from the need to balance the decentralized ethos with the practical necessities of centralized orchestration that addresses the growing complexity (Parker et al., 2017; Gawer, 2014).”
The Role of Knowledge Processes in a Business Ecosystem’s Lifecycle
Attour, A., & Barbaroux, P. (2016) · Journal of the Knowledge Economy · doi:10.1007/s13132-016-0395-3 · Cited by 18
“Specifically, we performed a unique case study of the development of a near-field communication platform (Gawer 2014), the SophiaZen project (3.”
MethodInfluentialA Scaling Perspective on AI Startups
Schulte‐Althoff, M., Fürstenau, D., & Lee, G. M. (2021) · Hawaii International Conference on System Sciences (HICSS) · doi:10.24251/hicss.2021.784 · Cited by 20
“Some IS and innovation management accounts, which focus on platform firms have emphasized the role of scope effects in configuring diverse resources and knowledge into a coherent ecosystem [23, 64].”
BackgroundAspers, P., & Darr, A. (2022) · British Journal of Sociology · doi:10.1111/1468-4446.12965 · Cited by 18
“…and their making of infrastructure (Kornberger, et al., 2017), infrastructure and marketplaces (Frenken & Fuenfschilling, 2020), or ecosystems (e.g., Gawer, 2014) but does not put it together in a more general theoretical framework for online marketplaces that combines work organization and…”
BackgroundGerges-Yammine, R., & Wal, A. L. J. T. (2023) · Research Policy · doi:10.1016/j.respol.2022.104705 · Cited by 18
Licensing policy and platform models of telemedicine: A multi-case study from China
Wang, Z., Xu, R., Liu, Y., & Li, Y. (2023) · Frontiers in Public Health · doi:10.3389/fpubh.2023.1108621 · Cited by 18
“Although the research on the platform model has formed a system, it is carried out from the following aspects: internal platforms (within the firm), supply chain platforms (within a supply chain), industry platforms (industry ecosystems), and multi-sided markets or platforms (industries) (36, 70).”
BackgroundPeople Centric Innovation Ecosystem
Zhang, Y., & Kikkawa, T. (2023) · Cambridge University Press eBooks · doi:10.1017/9781108981200 · Cited by 18
“…2019), entrepreneurial innovation ecosystem (Guerrero and Martínez-Chávez, 2020), open innovation ecosystem (e.g., Chesbrough et al., 2014; Kvedaravičienė, 2019; Randhawa et al., 2021; Xie andWang, 2021), hub ecosystem (Nambisan and Baron, 2013), and platform-based ecosystem (e.g., Gawer, 2014).”
BackgroundCrafting strategic responses to ecosystem dynamics in manufacturing
Ates, A., Paton, S., Sminia, H., & Smith, M. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122727 · Cited by 18
Power dynamics in transaction platforms: Adaptive strategies of platform-dependent entrepreneurs
Nzembayie, K. F., Evers, N., & Urbano, D. (2024) · Technovation · doi:10.1016/j.technovation.2024.103114 · Cited by 24
Knowledge Sharing in Innovation Ecosystems: A Focus on Functional Food Industry
Amitrano, C., Coppola, M., Tregua, M., & Bifulco, F. (2017) · International Journal of Innovation and Technology Management · doi:10.1142/s0219877017500304 · Cited by 15
Wan, X., Wang, N., & Liu, B. S. (2020) · Internet Research · doi:10.1108/intr-03-2019-0087 · Cited by 18
A System Dynamics Model of Standards Competition
Papachristos, G., & van de Kaa, G. (2020) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2020.2983352 · Cited by 19
“Model development draws on several theoretical frameworks as a basis [56], [58], [59], [66], [107], [109], [119], [130].”
BackgroundTechnology Antecedents of the Platform-Based Ecosystemic Business Models beyond 5G
Yrjölä, S. (2020) · IEEE Wireless Communications and Networking Conference Workshops (WCNCW) · doi:10.1109/wcncw48565.2020.9124823 · Cited by 18
“Network effects of the platforms have been seen to increase the value of platforms, but Gawer [2] relates also economies of scope regarding not only to service provisioning, but also innovation, to platforms.”
BackgroundInfluentialO sistema tecnológico digital: inteligência artificial, computação em nuvem e Big Data
Silva, V. J., Bonacelli, M. B. M., & Pacheco, C. A. (2020) · Revista Brasileira de Inovação · doi:10.20396/rbi.v19i0.8658756 · Cited by 18
Lang, J. W., Reber, B., & Aldori, H. (2021) · Business And Management Studies An International Journal · doi:10.15295/bmij.v9i1.1790 · Cited by 20
“…modular components give rise to the possibility of complementary development economies of time, co-creation and innovation, independent experimentation at the modular level, whilst dynamically accessing broader co-specialised capabilities and heterogenous knowledge (Chesbrough, 2003; Gawer, 2014).”
BackgroundInfluentialKang, Z., Kou, H., Zhou, D., Shi, X., Parente, R., & Rong, K. (2025) · International Business Review · doi:10.1016/j.ibusrev.2024.102386 · Cited by 18
The Role of Artificial Intelligence in Business Model Innovation of Digital Platform Enterprises
Zhang, Z., Kang, Y., Lu, Y., & Li, P. (2025) · Systems · doi:10.3390/systems13070507 · Cited by 39
Nzembayie, K. F., & Urbano, D. (2025) · Technology in Society · doi:10.1016/j.techsoc.2025.103074 · Cited by 24
Yi, J., He, J., & Yang, L. (2019) · Frontiers of Business Research in China · doi:10.1186/s11782-019-0060-3 · Cited by 18
“Gawer (2014) further defines industry platforms which are governed by platform enterprises as complementary goods or services supplied by more enterprises.”
BackgroundMethodInfluentialA European Food Ecosystem: The EIT Food Case Study
Bernardi, P. D., & Azucar, D. (2019) · Contributions to management science · doi:10.1007/978-3-030-33502-1_9 · Cited by 17
The Digital Platform as Digital Innovation: A Study from the Perspective of Dynamic Capabilities
Okano, M. T., dos Santos, H. D. C. L., & Ursini, E. L. (2021) · International Journal of Innovation and Technology Management · doi:10.1142/s0219877021400149 · Cited by 17
Value Creation in Platform Enterprises: A Fuzzy-Set Qualitative Comparative Analysis
Du, H., Ying, T., Ma, Z., & Guo, X. (2022) · Sustainability · doi:10.3390/su14095331 · Cited by 17
Diffusion of Innovation in Technological Platforms: The Uber Case
Ferreira, W. S. D. S., Vale, G. M. V., & Corrêa, V. S. (2022) · BAR - Brazilian Administration Review · doi:10.1590/1807-7692bar2022210101 · Cited by 20
Developing network effects for digital platforms in two-sided markets – The NfX construction guide
Bartels, N., & Schmitt, A. (2022) · Digital Business · doi:10.1016/j.digbus.2022.100044 · Cited by 17
The openness of data platforms
de Reuver, M., Ofe, H., Agahari, W., Abbas, A. E., & Zuiderwijk, A. (2022) · doi:10.1145/3565011.3569056 · Cited by 18
“Innovation scholars stress that platforms facilitate transactions and allow recombinant innovation [37], and data platforms do so by facilitating transactions between data consumers and owners while enabling third-party innovation.”
BackgroundCalvo, A. G., Kenney, M. F., & Zysman, J. (2023) · Industrial and Corporate Change · doi:10.1093/icc/dtad005 · Cited by 19
Understanding transaction platform governance and conflicts: A configuration approach
Islam, H. A., Farrell, M. R., Nair, A., & Zhang, J. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122382 · Cited by 17
Digital platforms’ strategies in Indonesia: Navigating between technology and informal economy
Prasetyo, E. H. (2023) · Technology in Society · doi:10.1016/j.techsoc.2023.102414 · Cited by 17
Seibt, D. (2024) · Critical Sociology · doi:10.1177/08969205231221444 · Cited by 18
“The initial focus was on the relations between central organizations and the peripheral actors involved in their business models (Gawer, 2014).”
Algorithmic Management and the Social Order of Digital Markets
Rilinger, G. (2024) · Theory and Society · doi:10.1007/s11186-024-09555-6 · Cited by 27
“To sustain their user base in the face of competition with other marketplaces, they must generally enable all sides to profit more than they could in alternative settings (Gawer, 2014, Huber et al., 2017, Cusumano et al., 2019).”
Qiao, N., & Niu, L. (2024) · Systems · doi:10.3390/systems12120578 · Cited by 17
Multi-sided Platforms: Current State And Future Research
Yablonsky, S. (2019) · Russian Management Journal · doi:10.21638/spbu18.2019.407 · Cited by 17
“Plat form research is generally for malised both within the industrial innova tion management literature [Gawer, 2014; Tho mas, Autio, Gann, 2014] and the eco nomics literature [Parker, Van Alstyne, 2005].”
BackgroundPlug-and-play, mix-and-match: a capital systems theory of digital technology platforms
Kiesling, L. (2020) · The Review of Austrian Economics · doi:10.1007/s11138-020-00513-w · Cited by 17
“Following Parker et al. (2016) and Gawer (2014), here I employ three complementary definitions of platforms: & Technology platform : A technology platform is a common core of technologies within a modular architecture, with variable technology elements around the periphery that interoperate with…”
BackgroundMethodCommercialization of Creative Videos in China in the Digital Platform Age
Lin, Z. (2020) · Television & New Media · doi:10.1177/1527476420953583 · Cited by 15
“The term “platform” draws from many different disciplines, but it is especially related to engineering, management, business, and economics (Evans and Schmalensee 2016; Gawer 2014; Rochet and Tirole 2003; Rysman 2009).”
BackgroundObjectives of Platform Research: A Co-citation and Systematic Literature Review Analysis
Schüler, F., & Petrik, D. (2021) · Springer eBooks · doi:10.1007/978-3-658-31118-6_1 · Cited by 17
“Most frequently cited (Top 5) Gawer (2014); Tiwana, Konsynski, and Bush (2010); Thomas et al. (2014); McIntyre and Srinivasan (2017); Baldwin and Woodard (2009) Gawer and Cusumano (2014); Parker, van Alstyne, and Choudary (2016); Eisenmann, Parker, and van Alstyne (2011); Ceccagnoli, Forman, Huang,…”
BackgroundMethodInfluentialDigital and Conventional Matchmaking – Similarities, Differences and Tensions
Ivarsson, F., & Svahn, F. (2020) · Hawaii International Conference on System Sciences (HICSS) · doi:10.24251/hicss.2020.727 · Cited by 17
“Platforms can be viewed through an economic perspective as multi-sided markets or through an engineering perspective as architectures [23].”
BackgroundThe sustainability of open source commons
Curto-Millet, D., & Corsín Jiménez, A. (2023) · European Journal of Information Systems · doi:10.1080/0960085x.2022.2046516 · Cited by 16
“Because of their central role in encouraging project development, they are often thought to foster an ecosystem under the sponsorship of a platform leader which develops and provides specific functionality to smaller projects (Gawer, 2014).”
BackgroundO ECOSSISTEMA SERGIPANO DE INOVAÇÃO – ATORES E LACUNAS
Felizola, M. P. M., & de Aragão, I. M. (2021) · Revista Prâksis · doi:10.25112/rpr.v1.2594 · Cited by 18
Mady, K., Anwar, I., Aboelmaged, M. G. S., & Sulub, M. A. (2025) · Technology in Society · doi:10.1016/j.techsoc.2025.102886 · Cited by 16
Multi-Group Symbiotic Evolution Mechanism in an Innovative Ecosystem: Evidence from China
Zhang, W., Liu, P., & Zhang, J. (2019) · Revista de Cercetare si Interventie Sociala · doi:10.33788/rcis.66.15 · Cited by 16
“…from diff erent fi elds have refi ned from the micro and meso perspectives, and derived the enterprise innovation ecosystem (Adner, 2006), the industrial innovation ecosystem (Gawer, 2014; Lei et al. , 2018; Zhang, 2009), and the cloud manufacturing alliance innovation ecosystem (Wang et al. , 2018).”
Platform Architectures. The Structuration of Platform Companies on the Internet
Dolata, U., & Schrape, J.-F. (2022) · KZfSS Kölner Zeitschrift für Soziologie und Sozialpsychologie · doi:10.1007/s11577-022-00826-7 · Cited by 40
Mariniello, M. (2022) · doi:10.1093/oso/9780198831471.001.0001 · Cited by 16
den Hartigh, E., Stolwijk, C. C. M., Ortt, R., & Punter, L. M. (2023) · Electronic Markets · doi:10.1007/s12525-023-00653-4 · Cited by 17
“Gawer’s (Gawer, 2014, p.1240) definition of a platform captures this organizational aspect: “… evolving organizations or meta-organizations that: (1) federate and coordinate constitutive agents who can innovate and compete; (2) create value by generating and harnessing economies of scope in supply or/and in demand; an…”
BackgroundMethodResultInfluentialThe impact of platform business models on the valuations of unicorn companies
Cusumano, M. A., Gawer, A., Yoffie, D. B., von Bargen, S., & Acquay, K. (2024) · Information and Organization · doi:10.1016/j.infoandorg.2024.100521 · Cited by 19
The platform policy matrix: Promotion and regulation
Kim, J., & Ahn, S. (2024) · Policy & Internet · doi:10.1002/poi3.414 · Cited by 20
“…have largely focused on aspects such as dual ‐ sided markets, ecosystem con-fi gurations, and network effects (Armstrong, 2006; Eisenmann et al., 2006; Gawer, 2014; Kim, 2016; Rochet & Tirole, 2003; Rysman, 2009; Van Alstyne et al., 2016), providing foundational insights into business model…”
Transforming the Connected Car into a Business Model Innovation
Mikusz, M., Schäfer, T., Taraba, T., & Jud, C. (2017) · IEEE Conference on Business Informatics · doi:10.1109/cbi.2017.64 · Cited by 16
“• modular design with core and periphery, and thus efficiency gains [22].”
BackgroundMethodInfluentialFrom customer to actor value propositions: an analysis of digital transaction platforms
Hokkanen, H., Hänninen, M., Yrjölä, M., & Saarijärvi, H. (2021) · The International Review of Retail Distribution and Consumer Research · doi:10.1080/09593969.2021.1880463 · Cited by 16
“…platforms have now created online structures for many human activities (Kenney and Zysman 2016) and enabled exchanges between platforms’ constitutive agents to be ‘purely transactional, and where the pricing mechanism is the principal mode of coordination among platform agents’ (Gawer 2014; 245).”
BackgroundInfluentialGambling versus Designing: Organizing for the Design of the Probability Space in the Energy Sector
Hooge, S., Kokshagina, O., Masson, P. L., Levillain, K., Weil, B., Fabreguettes, V., & Popiolek, N. (2016) · Creativity and Innovation Management · doi:10.1111/caim.12178 · Cited by 16
Sandberg, J., Holmström, J., & Lyytinen, K. (2018) · Management for professionals · doi:10.1007/978-3-319-95273-4_14 · Cited by 16
Digital leadership, digital platform capability and digital business model innovation of start-ups
Ding, X. (2026) · Journal of Innovation & Knowledge · doi:10.1016/j.jik.2026.100970 · Cited by 23
Supply chain innovation research: content analysis based review
Jajja, M. S. S., Asif, M., Shah, S. A. A., & Chatha, K. A. (2019) · Benchmarking An International Journal · doi:10.1108/bij-09-2018-0297 · Cited by 21
Metaverse: A Digital Network Valuation
Visconti, R. M. (2022) · Springer eBooks · doi:10.1007/978-3-031-09237-4_18 · Cited by 16
Lingens, B., Seeholzer, V., & Gassmann, O. (2022) · Industry and Innovation · doi:10.1080/13662716.2022.2123307 · Cited by 15
“And these require quick onboarding of partners to increase the number of complements on both sides of the platform (Gawer 2014).”
BackgroundKrome, M. J., & Pidun, U. (2022) · Management Review Quarterly · doi:10.1007/s11301-022-00306-4 · Cited by 16
“While highly relevant for start-ups, where it is estimated that more than 60% of most valuable unicorns are reaping ecosystem models (Gawer 2014), BEs are becoming relevant for incumbent firms.”
BackgroundAksenova, G., & Oti‐Sarpong, K. (2023) · Construction Management and Economics · doi:10.1080/01446193.2023.2259015 · Cited by 15
“This is achieved by providing the technological infrastructure for such growth (Gawer 2014).”
InfluentialManaging Asymmetries for Data Mobilization under Digital Transformation
Kazantsev, N. S., Batolas, D., & White, L. (2024) · British Journal of Management · doi:10.1111/1467-8551.12809 · Cited by 16
Tripathi, S., Bachmann, N., Brunner, M., & Jodlbauer, H. (2024) · Applied Sciences · doi:10.3390/app14083454 · Cited by 18
Du, Y., Xu, J., & Yuan, X. (2025) · Technology in Society · doi:10.1016/j.techsoc.2025.103001 · Cited by 22
Architectural knowledge and the birth of a platform ecosystem: a case study
Attour, A., & Barbaroux, P. (2016) · Journal of Innovation Economics & Management · doi:10.3917/jie.019.0011 · Cited by 15
“This platform takes the form of a product, a service, a system or a technology (Gawer, 2010) and has several characteristics (Gawer, 2014).”
Effectiveness of Ecosystem Strategies for the Sustainability of Marketplace Platform Ecosystems
Inoue, Y., Hashimoto, M., & Takenaka, T. (2019) · Sustainability · doi:10.3390/su11205866 · Cited by 16
“A platform ecosystem can foster unlimited innovation via the participation of various organizations that hold several management resources as complementors [20].”
BackgroundToward a Market Epistemology of the Platform Economy
Kiesling, L. (2018) · Emerald Group Publishing Limited eBooks · doi:10.1108/s1529-213420180000023006 · Cited by 15
New ventures as value cocreators in digital ecosystems
Prashantham, S. (2020) · Industrial Management & Data Systems · doi:10.1108/imds-07-2020-0414 · Cited by 15
Professional services in the age of platforms: Towards an analytical framework
Nishikawa, B. T., & Orsato, R. J. (2021) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2021.121131 · Cited by 16
Global streamers: Placing the transnational at the heart of TV culture
Chalaby, J. K. (2021) · Journal of Digital Media & Policy · doi:10.1386/jdmp_00083_1 · Cited by 15
Unfolding Resilience in Digital Platforms From a Microfoundations Perspective
Sala, A. L., Iandolo, F., Mohiya, M. S., Farronato, N., & Caputo, F. (2023) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2023.3282367 · Cited by 15
“Moreover, consolidated literature about platforms has focused on configuration, boundaries, actors’ roles, and ecosystemic configurations [3], [18], [20], [21], [22], [23], [24], [25], [26], [27], [28], [29], [30], [31], [32], [35], while reflections herein enrich the debate by explaining the role of…”
BackgroundKokshagina, O., Masson, P. L., Weil, B., & Cogez, P. (2015) · Creativity and Innovation Management · doi:10.1111/caim.12121 · Cited by 15
“Thesecontributionsare rooted in the economic and organizational aspects of platform-based organizations (Baldwin and Woodard, 2009, Gawer, 2014) and ensure the efficient combination of contributions from multiple project perspectives.”
InfluentialBusiness Model Patterns for the Connected Car and the Example of Data Orchestrator
Mikusz, M., Jud, C., & Schäfer, T. (2015) · Lecture notes in business information processing · doi:10.1007/978-3-319-19593-3_14 · Cited by 15
“2) Besides complementors, the second constitutive agent of an industry platform is the platform leader or owner of a platform who drives industrywide innovation for an evolving system of separately developed complementary components [6].”
BackgroundMethodInfluentialStrategic Redundancy in the Use of Big Data: Evidence from a Two-Sided Labor Market
Barach, M. A., Kaul, A., Leung, M. D., & Lu, S.-B. (2019) · Strategy Science · doi:10.1287/stsc.2019.0093 · Cited by 15
Wood, A. J., & Lehdonvirta, V. (2021) · doi:10.31235/osf.io/y943w · Cited by 17
Evolutionary game analysis of building a sustainable intelligent elderly care service platform
Ma, Y., Sun, Y., Guo, Q. J., & Wang, X. (2024) · Scientific Reports · doi:10.1038/s41598-024-79976-x · Cited by 15
Metadata
- Authors
- Gawer, A.
- Affiliations
- Imperial College London (GB)
- Corresponding author
- Gawer, Annabelle
- ORCID
- Gawer, Annabelle
- Venue
- Research Policy
- Publisher
- Elsevier BV
- Published
- 2014-09
- Volume
- 43
- Issue
- 7
- Pages
- 1239-1249
- ISSN
- 0048-7333 (ISSN-L)
- OpenAlex
- W2052419127
- Cited by
- 1,869
- References
- 98
- Citations by year
- 2026: 184 · 2025: 181 · 2024: 193 · 2023: 213 · 2022: 223 · 2021: 274 · 2020: 197 · 2019: 137 · 2018: 115 · 2017: 80 · 2016: 38 · 2015: 28 · 2014: 4
- FWCI
- 153.39
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Locations
- Research Policy (publishedVersion, cc-by)
- Surrey Research Insight Open Access (The University of Surrey) (submittedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Spiral (Imperial College London) (submittedVersion, other-oa)
- Funders
- EPSRC NEMODE Network+
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Digital Platforms and Economics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Product Development and Customization
- Keywords
- technology platforms, technical architecture, platform competition, platform innovation, meta-organizations, economies of scope, modular architecture, core-periphery, platform classification, supply chain platforms, innovation ecosystems, integrative framework
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
