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Cited by 639Digital Platforms and EconomicsInnovation and Knowledge ManagementProduct Development and Customization

Architectural Leverage: Putting Platforms in Context

Thomas, Llewellyn D. W., Autio, Erkko, Gann, David M.·2014·Academy of Management Perspectives
DOI 10.5465/amp.2011.0105
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Abstract

The use of the term platform has proliferated in management research. However, theoretical work on the concept has lagged behind. We present a systematic review of the platform literature, identifying four distinct streams: organizational platforms, product family platforms, market intermediary platforms, and platform ecosystems. Each of these streams is characterized by a distinctive, although usually implied, theoretical logic. We elaborate on the theoretical logics of leverage and architectural openness, both of which underpin all four streams of platform research. We further discuss three distinctive leverage rationales exhibited in different platform variants—production, innovation, and transaction—and illustrate how platform ecosystems combine aspects of all three. We explain the meta-logic of architectural leverage to facilitate the purposive manipulation of platforms, providing a link between platform design features and sources of leverage. This provides a model that allows the different platform types to be placed into context with others. Finally, we outline how the concept of architectural leverage can be used to understand platform evolution.

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  • Many entrepreneurial ventures are part of the platform economy and innovation ecosystems and therefore require global links beyond the dense localized networks within the regional entrepreneurial ecosystem.

    “Many entrepreneurial ventures are part of the plat -form economy ( Thomas et al., 2014) and innovation ecosystems ( Autio & Thomas, 2014; Scaringella & Radziwon, 2018) and therefore require global links beyond the dense localized networks within the regional entrepreneurial ecosystem (Malecki, 2011).”

    From Toward an Entrepreneurial Ecosystem Research Program (2022) · cites this paper as Thomas et al., 2014

  • The 148 articles were coded and sorted into four research streams adapted from Thomas et al. (2014).

    “We then coded and sorted these 148 articles into four research streams adapted from previous research in this area (Thomas et al., 2014).”

    From Digital platform ecosystems in flux: From proprietary digital platforms to wide-spanning ecosystems (2023) · cites this paper as Thomas et al., 2014

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Authors
Thomas, L. D. W., Autio, E., & Gann, D. M.
Affiliations
Imperial College London (GB)
ORCID
Venue
Academy of Management Perspectives
Publisher
Academy of Management
Published
2014-05
Volume
28
Issue
2
Pages
198-219
ISSN
  • 1558-9080 (ISSN-L)
  • 1943-4529
DOI
10.5465/amp.2011.0105
OpenAlex
W2173091594
Cited by
639
References
106
Citations by year
2026: 48 · 2025: 42 · 2024: 41 · 2023: 87 · 2022: 75 · 2021: 76 · 2020: 73 · 2019: 56 · 2018: 42 · 2017: 51 · 2016: 24 · 2015: 21 · 2014: 3
FWCI
101.36
Type
journal article
Language
en
Open access
closed
Locations
Academy of Management Perspectives (publishedVersion)
Funders
Economic and Social Research Council (ES/K006614/1)
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
platforms, platform ecosystems, platform design, platform evolution, innovation platforms, transaction platforms, production platforms

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