The DOI matches its Crossref record; 66 of the 79 references it cites were found in a registry or an index.
Platform Governance Design in Platform Ecosystems: Implications for Complementors’ Multihoming Decision
Open accessAbstract
Extant platform research focuses on how platform owners’ governance behaviors directly affect complementors. This study explicates the multilateral interdependence among different groups of producers within a platform ecosystem. We theorize about how platform owners’ governance design may create frictions between platform providers and complementors. While open governance grants greater autonomy to platform providers, it also cultivates a more complex ecosystem for complementors. Since ecosystem complexity raises the cost of product customization, complementors will be less willing to port an existing complement to a more complex ecosystem, that is, less likely to multihome. The negative effect is weakened as the complementor has greater experience with the destination ecosystem or when the complement exhibits a greater level of modularity. Our analysis of newly launched apps in Apple’s iOS and Google’s Android smartphone ecosystems finds supportive evidence. We discuss implications for the burgeoning literature on platform ecosystems and complementors.
Overview
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
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?
In the citing paper
“It has been argued that multihoming between technologically closer platforms can be less costly (Chen et al. 2022;Srinivasan and Venkatraman 2018).”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Chen et al. 2022
In the citing paper
“Studies have shown that the ease with which a complementor multihomes depends on how technologically similar the target platform's architecture is to that of the complementor's current platform(s) (Chen et al. 2022).”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Chen et al. 2022
In the citing paper
“multihoming carries important costs for the complementors (Armstrong and Wright 2007) which tend to increase with the technological distance between platforms and different versions of platform architecture”
From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Chen et al. 2022
Citations
Cites
Sample Selection Bias as a Specification Error
Heckman, J. J. (1979) · Econometrica · doi:10.2307/1912352 · Cited by 28,779 · cited 1×
“This systematic effect of entry sequence on the rate of multihoming could be tackled by either a Heckman’s two-stage model correcting for selection biases (Heckman, 1979) or an endogenous treatment-effects model correcting for endogenous entry (Rietveld, 2018).”
MethodSchulz, M. (2021) · Deepwater Drilling · doi:10.1016/b978-0-08-102282-5.09999-3 · Cited by 4,158
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 · cited 3×
“In doing so, platform architecture affords ecosystems sufficient flexibility without involving overt managerial fiat or explicit coordination from an ecosystem leader (Jacobides et al., 2018).”
BackgroundInfluentialYoo, Y., Henfridsson, O., & Lyytinen, K. (2010) · Information Systems Research · doi:10.1287/isre.1100.0322 · Cited by 2,964
Event History Analysis : Regression for Longitudinal Event Data
Allison, P. (1984) · Sage eBooks · doi:10.4135/9781412984195 · Cited by 2,883 · cited 2×
“20 observation period, can also be accommodated (Allison, 1984).”
BackgroundAdner, R., & Kapoor, R. (2009) · Strategic Management Journal · doi:10.1002/smj.821 · Cited by 2,831 · cited 2×
“Following Adner and Kapoor (2010), we direct attention to modular component providers that are part of a platform ecosystem.”
BackgroundEcosystem as Structure: An Actionable Construct for Strategy
Adner, R. (2017) · Journal of Management · doi:10.1177/0149206316678451 · Cited by 2,600 · cited 5×
“The multilateral interdependent relationships among different groups of producers could be a source of frictions in collaborative production (Adner, 2017) to which platform research has paid limited attention (with exceptions, such as Hagiu, 2014; Simcoe & Watson, 2019).”
BackgroundInfluentialModularity, flexibility, and knowledge management in product and organization design
Sanchez, R., & Mahoney, J. T. (1996) · Strategic Management Journal · doi:10.1002/smj.4250171107 · Cited by 2,538 · cited 2×
“Greater structural interdependence also implies increased accompanying design changes in response to ongoing changes in various interfaces (Sanchez & Mahoney, 1996; Schilling, 2000).”
BackgroundOrganizing for Innovation in the Digitized World
Yoo, Y., Boland, R. J., Lyytinen, K., & Majchrzak, A. (2012) · Organization Science · doi:10.1287/orsc.1120.0771 · Cited by 2,469 · cited 1×
“Taking up recent calls for greater research attention to complementors (McIntyre & Srinivasan, 2017; Yoo et al., 2012), this study investigates the inhibiting and facilitating factors for complementor multihoming in the context of platform ecosystems.”
BackgroundIndustry Platforms and Ecosystem Innovation
Gawer, A., & Cusumano, M. A. (2014) · Journal of Product Innovation Management · doi:10.1111/jpim.12105 · Cited by 2,394 · cited 1×
“The functionality of a platform can be extended by third-party innovators that leverage the platform’s standardized interface upon which they can create their own, complementary products (Gawer & Cusumano, 2014).”
BackgroundToward a General Modular Systems Theory and Its Application to Interfirm Product Modularity
Schilling, M. A. (2000) · Academy of Management Review · doi:10.5465/amr.2000.3312918 · Cited by 1,511 · cited 4×
“Greater structural interdependence also implies increased accompanying design changes in response to ongoing changes in various interfaces (Sanchez & Mahoney, 1996; Schilling, 2000).”
BackgroundInfluentialBalancing Exploration and Exploitation in Alliance Formation
Lavie, D., & Rosenkopf, L. (2006) · Academy of Management Journal · doi:10.5465/amj.2006.22083085 · Cited by 1,478 · cited 1×
“Taking inspirations from the exploitation/exploration literature (Lavie & Rosenkopf, 2006; Stettner & Lavie, 2014), we code business model as 1.5 for apps that charge a higher-than-average price for download and if in-app purchase revenue / total revenue > advertising revenue/total revenue; 1 for…”
MethodInfluentialRegression analysis of grouped survival data with application to breast cancer data.
Prentice, R., & Gloeckler, L. (1978) · Biometrics · doi:10.2307/2529588 · Cited by 1,399 · cited 1×
“The cloglog model is a discrete-time implementation of the Cox proportional hazard model that 641Chen et al. / Complementor Multihoming in Platform Ecosystems assumes continuous failure times (Prentice & Gloeckler, 1978).”
MethodGarud, R. B., Jain, S., & Kumaraswamy, A. (2002) · Academy of Management Journal · doi:10.2307/3069292 · Cited by 1,229
Networks, platforms, and strategy: Emerging views and next steps
McIntyre, D. P., & Srinivasan, A. (2017) · Strategic Management Journal · doi:10.1002/smj.2596 · Cited by 1,109 · cited 3×
“Taking up recent calls for greater research attention to complementors (McIntyre & Srinivasan, 2017; Yoo et al., 2012), this study investigates the inhibiting and facilitating factors for complementor multihoming in the context of platform ecosystems.”
BackgroundOrganizational Boundaries and Theories of Organization
Santos, F. M. S. D., & Eisenhardt, K. M. (2005) · Organization Science · doi:10.1287/orsc.1050.0152 · Cited by 1,074 · cited 1×
“651Chen et al. / Complementor Multihoming in Platform Ecosystems configuration of interdependent parties (Santos & Eisenhardt, 2005).”
BackgroundOpen Platform Strategies and Innovation: Granting Access vs. Devolving Control
Boudreau, K. J. (2010) · Management Science · doi:10.1287/mnsc.1100.1215 · Cited by 984 · cited 5×
“An open governance design implies the devolution of decision rights from platform owners (Boudreau, 2010).”
BackgroundInfluentialTechnology Ecosystem Governance
Wareham, J., Fox, P. B., & Cano Giner, J. L. (2014) · Organization Science · doi:10.1287/orsc.2014.0895 · Cited by 931
The Architecture of Platforms: A Unified ViewPreprint
Baldwin, C. Y., & Woodard, C. J. (2008) · SSRN Electronic Journal · doi:10.2139/ssrn.1265155 · Cited by 915 · cited 2×
“Decentralizing control of the interface could undermine the stability of standardized assets and raise ecosystem complexity (Baldwin & Woodard, 2009).”
BackgroundWest, J. (2003) · Research Policy · doi:10.1016/s0048-7333(03)00052-0 · Cited by 854 · cited 1×
“A closed design, by contrast, allows the platform owner to retain proprietary control by limiting other parties’ decision rights to the platform (Schilling, 2009; West, 2003).”
BackgroundPlatform Ecosystems: How Developers Invert the Firm
PARKER, G. G., Alstyne, M. V., & Jiang, X. (2016) · MIS Quarterly · doi:10.25300/misq/2017/41.1.13 · Cited by 799
Platform competition: Strategic trade‐offs in platform markets
Cennamo, C., & Santalo, J. (2013) · Strategic Management Journal · doi:10.1002/smj.2066 · Cited by 780 · cited 2×
“Given previous research on platform competition (Cennamo & Santaló, 2013), we purposely choose a nongame category, where it is relatively rare to use exclusivity contracts, which prevent an app from multihoming for an extended period of time.”
BackgroundMethodSTRATEGIC GOALS, PERCEIVED UNCERTAINTY, AND ECONOMIC PERFORMANCE IN VOLATILE ENVIRONMENTS
Bourgeois, L. (1985) · Academy of Management Journal · doi:10.5465/256113 · Cited by 739 · cited 1×
“Volatility is computed as follows (Bourgeois, 1985; Kochhar & Hitt, 1998): Volatility days of a month m = −( ) =∑ X X X j j 2 1 , where i = platform-level characteristics (in our study, we use the number of downloads of the daily top 20 downloaded apps), j = days in a month (1~28/30/31), Xj = ij+1…”
MethodBoudreau, K. J. (2012) · Organization Science · doi:10.1287/orsc.1110.0678 · Cited by 676 · cited 1×
“Platform research to date emphasizes how platform governance can prompt positive externalities (or indirect network effects) between producers and consumers (Boudreau, 2012; Cennamo & Santaló, 2013; Zhu & Iansiti, 2012).”
BackgroundEntry into Platform-Based Markets
Zhu, F., & Iansiti, M. (2012) · doi:10.2139/ssrn.1350233 · Cited by 591 · cited 1×
“Platform research to date emphasizes how platform governance can prompt positive externalities (or indirect network effects) between producers and consumers (Boudreau, 2012; Cennamo & Santaló, 2013; Zhu & Iansiti, 2012).”
BackgroundDistributed Tuning of Boundary Resources: The Case of Apple’s iOS Service System1
Eaton, B., Elaluf-Calderwood, S., Sørensen, C., & Yoo, Y. (2015) · MIS Quarterly · doi:10.25300/misq/2015/39.1.10 · Cited by 583 · cited 2×
“Current research on platform governance primarily concerns the direct access granted to complementors and the platform owner’s role as a self-interested orchestrator in regulating complementors (Eaton et al., 2015; Parker & Van Alstyne, 2018; Rietveld, Ploog & Nieborg, 2020).”
BackgroundInnovation, Openness, and Platform Control
Parker, G., & Van Alstyne, M. (2018) · Management Science · doi:10.1287/mnsc.2017.2757 · Cited by 549
Opening Platforms: How, When and Why?Preprint
Eisenmann, T. R., Parker, G. G., & Alstyne, M. W. V. (2008) · SSRN Electronic Journal · doi:10.2139/ssrn.1264012 · Cited by 534 · cited 3×
“Greater decision rights will translate into more autonomy to thirdparty producers that adopt the platform (Eisenmann et al., 2009; Wareham, Fox & Cano Giner, 2014).”
BackgroundInfluentialCompeting in Digital Markets: A Platform-Based Perspective
Cennamo, C. (2021) · Academy of Management Perspectives · doi:10.5465/amp.2016.0048 · Cited by 487 · cited 2×
“While there is a trade-off between market reach and financial success given the varied positioning of the platforms (Cennamo, 2019), both present equally appealing opportunities to app developers (Bresnahan”
BackgroundPlatform Rules: Multi-Sided Platforms as Regulators
Boudreau, K., & Hagiu, A. (2008) · doi:10.2139/ssrn.1269966 · Cited by 481 · cited 1×
“Much of this literature focuses on platform governance, that is, how platform owners utilize rules, constraints, and inducements to address market failures and enable interactions (Boudreau & Hagiu, 2009; Zhang, Li, & Tong, 2020).”
BackgroundStettner, U., & Lavie, D. (2013) · Strategic Management Journal · doi:10.1002/smj.2195 · Cited by 464 · cited 1×
“Taking inspirations from the exploitation/exploration literature (Lavie & Rosenkopf, 2006; Stettner & Lavie, 2014), we code business model as 1.5 for apps that charge a higher-than-average price for download and if in-app purchase revenue / total revenue > advertising revenue/total revenue; 1 for…”
InfluentialKapoor, R., & Agarwal, S. (2017) · Organization Science · doi:10.1287/orsc.2017.1122 · Cited by 453 · cited 8×
“While an open design is desirable from a platform owner’s perspective, it may lead to unintended frictions between different ecosystem participants, a situation characterized by ecosystem complexity (Kapoor & Agarwal, 2017).”
BackgroundMethodInfluentialEstimating Demand for Mobile Applications in the New Economy
Ghose, A., & Han, S. (2014) · Management Sciences · doi:10.1287/mnsc.2014.1945 · Cited by 418 · cited 2×
“Previous research shows that app size is reflective of coding efforts and development cost (Ghose & Han, 2014), and the number of SDKs indicates the extent to which complementors utilize modular components.”
BackgroundGenerativity Tension and Value Creation in Platform Ecosystems
Cennamo, C., & Santaló, J. (2019) · Organization Science · doi:10.1287/orsc.2018.1270 · Cited by 408 · cited 3×
“That sheds light on the key organizational challenge for platform owners to balance variety with ecosystem complexity (Cennamo & Santaló, 2019).”
BackgroundInfluentialTechnology development mode: a transaction cost conceptualization
Robertson, T. S., & Gatignon, H. (1998) · Strategic Management Journal · doi:10.1002/(sici)1097-0266(199806)19:6 · Cited by 408
Platform Strategy: Managing Ecosystem Value Through Selective Promotion of Complements
Rietveld, J., Schilling, M. A., & Bellavitis, C. (2017) · Organization Science · doi:10.1287/orsc.2019.1290 · Cited by 336
Decentralized Governance of Digital Platforms
Chen, Y., Richter, J. I., & Patel, P. C. (2020) · Journal of Management · doi:10.1177/0149206320916755 · Cited by 335 · cited 4×
“In this study, we view a platform’s governance design through the partitioning of decision rights between the platform owner and ecosystem participants to access, augment, or distribute the platform technology (Chen et al., 2020; Karhu, Gustafsson, & Lyytinen, 2018; Tiwana, 2014).”
BackgroundMethodInfluentialPlatform Performance Investment in the Presence of Network Externalities
Anderson, E. G., Parker, G. G., & Tan, B. (2014) · Information Systems Research · doi:10.1287/isre.2013.0505 · Cited by 326
Karhu, K., Gustafsson, R., & Lyytinen, K. (2018) · Information Systems Research · doi:10.1287/isre.2018.0786 · Cited by 286 · cited 4×
“That results in a diverse range of sizes, features, and capabilities among Android handsets and, most importantly, many differentiated, nonstandardized versions of Android operating system (Karhu et al., 2018).”
BackgroundInfluentialPlatform Architecture and Quality Trade-offs of Multihoming Complements
Cennamo, C., Ozalp, H., & Kretschmer, T. (2018) · Information Systems Research · doi:10.1287/isre.2018.0779 · Cited by 273 · cited 3×
“Developers may use the first platform to test the market and later leverage the success by outbound multihoming (Cennamo et al., 2018).”
BackgroundThe Rise of Platform Ecosystems
Tiwana, A. (2014) · Platform Ecosystems · doi:10.1016/b978-0-12-408066-9.00001-1 · Cited by 264 · cited 5×
“SDK is the collection of technical modules for app development available on an ecosystem’s central technology platform (Tiwana, 2014).”
BackgroundMethodInfluentialThe Group Dynamics of Interorganizational Relationships
Davis, J. (2016) · Administrative Science Quarterly · doi:10.1177/0001839216649350 · Cited by 262 · cited 1×
“Unlike traditional transaction costs, coordination frictions in an ecosystem are too complex to decompose into a collection of independent, dyadic interactions (Davis, 2016).”
BackgroundCapability Search and Redeem across Digital Ecosystems
Selander, L., Henfridsson, O., & Svahn, F. (2013) · Journal of Information Technology · doi:10.1057/jit.2013.14 · Cited by 230
Jacobides, M., & Hitt, L. (2005) · doi:10.2139/ssrn.596041 · Cited by 228 · cited 1×
“In other words, part of the technical and product development capability that complementors deploy to overcome complexity problems lies outside of their organizational boundaries (Jacobides & Hitt, 2005).”
BackgroundInferring App Demand from Publicly Available Data1
Garg, R., & Telang, R. (2013) · MIS Quarterly · doi:10.25300/misq/2013/37.4.12 · Cited by 227
Disruption in Platform‐Based Ecosystems
Ozalp, H., Cennamo, C., & Gawer, A. (2018) · Journal of Management Studies · doi:10.1111/joms.12351 · Cited by 223 · cited 1×
“To create more value, SDK providers tend to offer cross-platform components that allow an app to perform the same function in multiple platform ecosystems at a minimal marginal cost (Corts & Lederman, 2009; Ozalp et al., 2018).”
BackgroundDemand Heterogeneity in Platform Markets: Implications for Complementors
Rietveld, J., & Eggers, J. P. (2018) · Organization Science · doi:10.1287/orsc.2017.1183 · Cited by 221 · cited 2×
“…emphasizes platform owners’ governing of the complementors (Eaton, Elaluf-Calderwood, Sorensen, & Yoo, 2015; Rietveld, Schilling, & Bellavitis, 2018), while much less is known about the behaviors and challenges of complementors (Agarwal & Kapoor, 2019; Rietveld & Eggers, 2018; Zhang et al., 2020).”
BackgroundSoftware exclusivity and the scope of indirect network effects in the U.S. home video game market
Corts, K. S., & Lederman, M. (2009) · International Journal of Industrial Organization · doi:10.1016/j.ijindorg.2008.08.002 · Cited by 218
Platform governance matters: How platform gatekeeping affects knowledge sharing among complementors
Zhang, Y., Li, J., & Tong, T. W. (2022) · Strategic Management Journal · doi:10.1002/smj.3191 · Cited by 214
Self-citationMultihoming in Two-Sided Markets: An Empirical Inquiry in the Video Game Console Industry
Landsman, V., & Stremersch, S. (2011) · Journal of Marketing · doi:10.1509/jm.09.0199 · Cited by 214 · cited 3×
“Researchers maintain that more outbound multihoming weakens the platform’s differentiation and more inbound multihoming reduces users’ switching cost to a rival platform ecosystem (Landsman & Stremersch, 2011).”
BackgroundInfluentialAppropriability Mechanisms and the Platform Partnership Decision: Evidence from Enterprise Software
Huang, P., Ceccagnoli, M., Forman, C., & Wu, D. J. (2013) · Management Science · doi:10.1287/mnsc.1120.1618 · Cited by 198
Managing Proprietary and Shared Platforms
Eisenmann, T. R. (2007) · California Management Review · doi:10.2307/41166455 · Cited by 196 · cited 4×
“, smartphone producers) to manage the interface through which users consume complements (e.g., as is the case of Android; Eisenmann, 2008; Eisenmann, Parker, & Van Alstyne, 2009), it also breeds a more complex ecosystem, relative to rival platform ecosystems (e.”
BackgroundInfluentialBuilding the Value of Next-Generation Platforms: The Paradox of Diminishing Returns
Cennamo, C. (2018) · Journal of Management · doi:10.1177/0149206316658350 · Cited by 173 · cited 1×
“Platforms coordinate autonomous innovators by standardized interfaces instead of hierarchy or market, such that a vast number of external actors can join the platform ecosystem and create complementary products for platform users (Cennamo, 2018).”
BackgroundCreating and capturing value from freemium business models: A demand‐side perspective
Rietveld, J. (2018) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1279 · Cited by 157 · cited 3×
“This systematic effect of entry sequence on the rate of multihoming could be tackled by either a Heckman’s two-stage model correcting for selection biases (Heckman, 1979) or an endogenous treatment effects model correcting for endogenous entry (Rietveld, 2018).”
MethodRietveld, J., Ploog, J. N., & Nieborg, D. B. (2020) · Academy of Management Discoveries · doi:10.5465/amd.2019.0064 · Cited by 151
Ye, H. (., & Kankanhalli, A. (2018) · MIS Quarterly · doi:10.25300/misq/2018/12361 · Cited by 138 · cited 1×
“Moreover, in digital innovations, user participation constitutes an important channel of knowledge acquisition and alleviates the cost of feasibility test in product development (Ye & Kankanhalli, 2018).”
BackgroundFirm survival and financial development: Evidence from a panel of emerging Asian economies
Tsoukas, S. (2011) · doi:10.1016/j.jbankfin.2010.12.008 · Cited by 97 · cited 1×
“Since our data are analyzed on a monthly basis, we employ a complementary log-log (cloglog) transformation (Tsoukas, 2011).”
MethodArchitectural leverage: putting platforms in context
Thomas, L. D. W., Autio, E., & Gann, D. (2014) · IEEE Engineering Management Review · doi:10.1109/emr.2014.6966944 · Cited by 96 · cited 2×
“Without such knowledge, complementors can still leverage the capability of cospecialized parties in product design, production, and delivery (Thomas et al., 2014).”
BackgroundSchilling, M. A. (2009) · doi:10.4337/9781849803311.00015 · Cited by 72 · cited 2×
“A closed design, by contrast, allows the platform owner to retain proprietary control by limiting other parties’ decision rights to the platform (Schilling, 2009; West, 2003).”
BackgroundRepositioning and Cost-Cutting: The Impact of Competition on Platform StrategiesPreprint
Seamans, R. C., & Zhu, F. (2017) · SSRN Electronic Journal · doi:10.2139/ssrn.2942511 · Cited by 70 · cited 1×
“Intrafirm learning can occur in platform owners, which helps them respond to new market situations positively (Seamans & Zhu, 2017).”
BackgroundPlatform Development: Emerging Insights From a Nascent Industry
Shi, X., Li, F., & Chumnumpan, P. (2020) · Journal of Management · doi:10.1177/0149206320929428 · Cited by 59
Economic Value Creation in Mobile Applications
Bresnahan, T., Davis, J. P., & Yin, P.-L. (2014) · doi:10.2139/ssrn.2403601 · Cited by 55 · cited 2×
“4 While there is a trade-off between market reach and financial success given the varied positioning of the platforms (Cennamo, 2019), both present equally appealing opportunities to app developers (Bresnahan et al., 2015).”
BackgroundThe Changing Frontier: Rethinking Science and Innovation Policy
Jaffe, A., & Jones, B. F. (2015) · University of Chicago Press eBooks · doi:10.7208/chicago/9780226286860.001.0001 · Cited by 49
Forking, Fragmentation, and Splintering
Simcoe, T. S., & Watson, J. (2019) · Strategy Science · doi:10.1287/stsc.2019.0094 · Cited by 34 · cited 4×
“As modularity curtails the impact of ecosystem complexity, it also helps prevent market tipping (Simcoe & Watson, 2019).”
BackgroundInfluentialMultihoming within Platform Ecosystems: The Strategic Role of Human Capital
Venkataraman, V., Ceccagnoli, M., & Forman, C. (2017) · International Conference on Interaction Sciences · doi:10.5465/ambpp.2017.14657abstract · Cited by 12
Hitting Reset: How the Dynamics of Platform Evolution Affect the Value of Firm Experience
Ozalp, H., Malerba, F., & Eggers, J. P. (2019) · Academy of Management Proceedings · doi:10.5465/ambpp.2019.19118abstract · Cited by 1
Research works printed but not linked: 17
- 10.4337/9781849803311.00008 · DOI
- 10.4337/9781849803311.00014 · DOI
- 10.2307/256113 · DOI
- 10.4337/9781849803311.00013 · DOI
- Gawer A., 2008, MIT Sloan Management Review, 49, 28
- Hagiu A., 2014, MIT Sloan Management Review, 55, 71
- Iansiti M., 2004, Harvard Business Review, 82, 68
- IDC, 2016, Worldwide mobile applications forecast, 2016-2020
- 10.1002/smj.501 · DOI
- 10.1146/annurev.so.14.080188.001535 · DOI
- 10.2139/ssrn.3358801 · DOI
- 10.2139/ssrn.3615719 · DOI
- 10.2307/259016 · DOI
- 10.1287/stsc.2017.0027 · DOI
- 10.5465/amp.2011.0105 · DOI · Paper page
- 10.2139/ssrn.3134846 · DOI · Paper page
- 10.1002/smj.941 · DOI
Cited by
Sorted by citations
Chen, L., Tong, T. W., Tang, S., & Han, N. (2022) · Journal of Management · doi:10.1177/01492063211045023 · Cited by 345
Self-citationBrouthers, K. D., Chen, L., Li, S., & Shaheer, N. A. (2022) · Journal of International Business Studies · doi:10.1057/s41267-022-00521-x · Cited by 166
Self-citationExperience base, strategy‐by‐doing and new product performance
Chen, L., Wang, M.-M., Cui, L., & Li, S.-L. (2020) · Strategic Management Journal · doi:10.1002/smj.3262 · Cited by 78
“Since affiliation with multiple platforms may pose challenges regarding resource allocation (Chen et al., 2020), we further controlled for the impact of multihoming, a dummy variable indicating whether an app is”
BackgroundSelf-citationExternalization in the platform economy: Social platforms and institutions
Chen, L., Li, S., Wei, J., & Yang, Y. (2022) · Journal of International Business Studies · doi:10.1057/s41267-022-00506-w · Cited by 79
Self-citationZabel, C., O’Brien, D., & Natzel, J. (2023) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.122562 · Cited by 85
Metadata
- Authors
- Chen, L., Yi, J., Li, S., & Tong, T. W.
- Affiliations
- The University of Melbourne (AU)
- Renmin University of China (CN)
- University of South Carolina (US)
- University of Colorado
- Corresponding author
- Yi, Jingtao
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2021-03-05
- Volume
- 48
- Issue
- 3
- Pages
- 630-656
- ISSN
- 0149-2063 (ISSN-L)
- 1557-1211
- OpenAlex
- W3114481013
- Cited by
- 177
- References
- 79
- Citations by year
- 2026: 35 · 2025: 48 · 2024: 33 · 2023: 31 · 2022: 21 · 2021: 6
- FWCI
- 20.30
- Type
- journal article
- Language
- en
- Open access
- hybrid
- doi.org
- Licence
- Locations
- Journal of Management (publishedVersion, cc-by-nc)
- Singapore Management University Institutional Knowledge (InK) (Singapore Management University) (submittedVersion)
- Minerva Access (University of Melbourne) (submittedVersion)
- Funders
- The University of Melbourne Early Career Researcher Grant (ECR0182020)
- National Natural Science Foundation of China (71873136)
- 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 › Strategy and Management › Business Strategy and Innovation
- Keywords
- platform governance, platform ecosystems, complementors, multihoming, open governance, ecological complexity, product customization, modularity, iOS, Android
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