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Cited by 794Digital Platforms and EconomicsBusiness Strategy and InnovationInnovation and Knowledge Management

Cocreation of Value in a Platform Ecosystem: The Case of Enterprise Software1

Ceccagnoli, Marco, Forman, Chris, Huang, Peng, Wu, D. J.·2012·MIS Quarterly
DOI 10.2307/41410417
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Abstract

It has been argued that platform technology owners cocreate business value with other firms in their platform ecosystems by encouraging complementary invention and exploiting indirect network effects. In this study, we examine whether participation in an ecosystem partnership improves the business performance of small independent software vendors (ISVs) in the enterprise software industry and how appropriability mechanisms influence the benefits of partnership. By analyzing the partnering activities and performance indicators of a sample of 1,210 small ISVs over the period 1996–2004, we find that joining a major platform owner’s platform ecosystem is associated with an increase in sales and a greater likelihood of issuing an initial public offering (IPO). In addition, we show that these impacts are greater when ISVs have greater intellectual property rights or stronger downstream capabilities. This research highlights the value of interoperability between software products, and stresses that value cocreation and appropriation are not mutually exclusive strategies in inter-firm collaboration.

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Crossref · 10.2307/41410417

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118 of 118 references verified0 citation errors · 0 not checkable

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  • Most studies in the platform literature have centered around complementors' market entry strategies and have mainly examined single-platform settings.

    “Most studies in this field have centered around complementors' market entry strategies (Ceccagnoli et al. 2012;Cennamo et al. 2018;Corts and Lederman 2009;Huang et al. 2013;Kapoor and Agarwal 2017), and they have mainly examined single-platform settings (Ceccagnoli et al. 2012;Kapoor and Agarwal 2017).”

    From Smart Timing for Smart Products? Complementor Multihoming in Nascent Platform Markets (2026) · cites this paper as Ceccagnoli et al. 2012

  • DPEs represent a domain of innovation, which is orchestrated based on the platforms' modular architecture.

    “DPEs represent a domain of innovation (Ceccagnoli et al., 2012), which is orchestrated based on the platforms' modular architecture (Kapoor, 2018).”

    From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as Ceccagnoli et al., 2012

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Authors
Ceccagnoli, M., Forman, C., Huang, P., & Wu, D. J.
Affiliations
  • Georgia Institute of Technology (US)
  • College of Management, Georgia Institute of Technology, Atlanta, GA 30332 U.S.A.
  • University of Maryland, College Park (US)
ORCID
Ceccagnoli, Marco
Venue
MIS Quarterly
Publisher
MIS Quarterly
Published
2012-03-01
Volume
36
Issue
1
Pages
263-290
ISSN
  • 0276-7783 (ISSN-L)
  • 2162-9730
DOI
10.2307/41410417
OpenAlex
W3124204492
Semantic Scholar
66007118ad2e9ae6af4c69f74a732dea493b3506
Cited by
794
References
118
Citations by year
2026: 60 · 2025: 68 · 2024: 72 · 2023: 64 · 2022: 79 · 2021: 80 · 2020: 77 · 2019: 65 · 2018: 59 · 2017: 44 · 2016: 36 · 2015: 37 · 2014: 31 · 2013: 13 · 2012: 8
FWCI
84.75
Type
journal article
Language
en
Open access
closed
Locations
MIS Quarterly (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
value co-creation, platform ecosystems, enterprise software, independent software vendors, platform owners, ecosystem partnerships, appropriability mechanisms, indirect network effects, intellectual property, interoperability, initial public offerings, firm performance

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