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Cited by 587Digital Platforms and EconomicsInternational Business and FDIInnovation and Knowledge Management

Global platforms and ecosystems: Implications for international business theories

Nambisan, Satish, Zahra, Shaker A., Luo, Yadong·2019·Journal of International Business Studies
DOI 10.1057/s41267-019-00262-4
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Crossref · 10.1057/s41267-019-00262-4

Cites

14 of 14 references verified0 citation errors · 0 not checkable

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  • Digital technology-enabled platformization has considerable implications for GVCs, but these impacts are complex.

    “Digital technology-enabled ''platformization,'' or ''the shift from individual products or services to platforms as the basis for offering value'' (Nambisan, Zahra, & Luo, 2019: 1465), has considerable implications for GVCs, but these impacts are complex.”

    From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Nambisan, Zahra, & Luo, 2019

  • Platforms and ecosystems provide young and small firms with access to infrastructure and opportunities to quickly reach geographically dispersed customers.

    “Platforms and ecosystems provide young and small firms with access to infrastructure and opportunities to quickly reach geographically dispersed customers (Nambisan et al., 2019)”

    From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Nambisan et al., 2019

  • Digitization allows MNEs to quickly change their business models by adding or subtracting network units, adjusting multi-sided platforms, or modifying existing links and interactions.

    “Digitization also allows MNEs to quickly change their business models by adding or subtracting network units, adjusting multi-sided platforms, or modifying existing links and interactions (Nambisan et al., 2019).”

    From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Nambisan et al., 2019

  • Decisions on architecture must be made in a short time, and mistakes can turn out to be dramatic.

    “Decisions on architecture must therefore be made in a short time, and mistakes can turn out to be dramatic (Karhu et al., 2018;Nambisan et al., 2019).”

    From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as Nambisan et al., 2019

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Authors
Nambisan, S., Zahra, S. A., & Luo, Y.
Affiliations
  • Case Western Reserve University (US)
  • University of Minnesota (US)
  • University of Miami (US)
Corresponding author
Luo, Yadong
ORCID
Venue
Journal of International Business Studies
Publisher
Springer Science and Business Media LLC
Published
2019-08-19
Volume
50
Issue
9
Pages
1464-1486
ISSN
  • 0047-2506 (ISSN-L)
  • 1478-6990
DOI
10.1057/s41267-019-00262-4
OpenAlex
W2967790987
Semantic Scholar
6e8624590bff085c6314b954ef93e159900f9a1c
Cited by
587
References
14
Citations by year
2026: 124 · 2025: 107 · 2024: 93 · 2023: 103 · 2022: 80 · 2021: 50 · 2020: 21 · 2019: 9
FWCI
61.54
Type
journal article
Language
en
Open access
closed
Licence
Locations
  • Journal of International Business Studies (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 › International Business and FDI
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Keywords
digital platforms, digital ecosystems, internationalization, multi-sided markets, value creation, value capture, multinational corporations, knowledge construction, relationship building, value delivery, international business theory

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