Platform Strategy
Abstract
This article summarizes the platform strategy literature and is organized around launch strategies, governance and competition. A platform strategy is the mobilization of a networked business platform to expand into and operate in a given market. A business platform, in turn, is a nexus of rules and infrastructure that facilitate interactions among network users. Platforms provide building blocks that serve as the foundation for complementary products and services. They also match buyers with suppliers, who transact directly with each other using system resources and are generally subject to network effects. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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Platform owners are aware of these costs and offer a variety of technological support to complementors with the aim of incentivizing them to join their platforms.
“Platform owners are aware of these costs and, therefore, offer a variety of technological support to the complementors with the aim of incentivizing them to join their platforms (Parker and Van Alstyne 2016).”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Parker and Van Alstyne 2016
Network effects are present in most platform markets.
“Since network effects are present in most platform markets, the nonlinear properties of network effects create a dynamic situation in multi-platform spaces.”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Parker et al. 2016
Complementors that join the multi-platform ecosystem are the main side of the platform that brings innovative products and services to a platform, expanding its functionality and value to the users.
“Complementors that join the multi-platform ecosystem are the main side of the platform (Parker et al. 2016) that brings innovative products and services to a platform, expanding its functionality and value to the users.”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Parker et al. 2016
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References 52 · Cited by 25
- Authors
- Parker, G., & Van Alstyne, M.
- Affiliations
- Tulane University (US)
- Corresponding author
- Parker, Geoffrey
- ORCID
- Parker, Geoffrey
- Venue
- The Palgrave Encyclopedia of Strategic Management
- Publisher
- Palgrave Macmillan UK
- Published
- 2016
- Pages
- 1-9
- OpenAlex
- W4253210731
- Cited by
- 25
- References
- 52
- Citations by year
- 2026: 1 · 2024: 1 · 2023: 2 · 2022: 3 · 2021: 5 · 2020: 4 · 2019: 4 · 2017: 3 · 2016: 2
- Type
- reference entry
- Language
- en
- Open access
- closed
- Licence
- www.springer.com/tdm (tdm)
- Locations
- Palgrave Macmillan UK eBooks (publishedVersion)
- 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
- platform strategy, business platforms, network effects, platform governance, platform competition, launch strategy
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