The central role of "platform" products and services in mediating the activities of disaggregated "clusters" or "ecosystems" of firms has been widely recognized. But platforms and the systems in which they are embedded are very diverse. In particular, platforms may exist within firms as product lines, across firms as multi-product systems, and in the form of multi-sided markets. In this paper we argue that there is a fundamental unity in the architecture of platforms.Platform architectures are modularizations of complex systems in which certain components (the platform itself) remain stable, while others (the complements) are encouraged to vary in crosssection or over time. Among the most stable elements in a platform architecture are the modular interfaces that mediate between the platform and its complements. These interfaces are even more stable than the interior core of the platform, thus control over the interfaces amounts to control over the platform and its evolution. We describe three ways of representing platform architectures: network graphs, design structure matrices and layer maps. We conclude by addressing a number of fundamental strategic questions suggested by a unified view of platforms.3

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As information technology becomes integral to the products and services in a growing range of industries, there has been a corresponding surge of interest in understanding how firms can effectively formulate and execute digital business strategies. This fusion of IT within the business environment gives rise to a strategic tension between investing in digital artifacts for long-term value creation and exploiting them for short-term value appropriation. Further, relentless innovation and competitive pressures dictate that firms continually adapt these artifacts to changing market and technological conditions, but sustained profitability requires scalable architectures that can serve a large customer base and stable interfaces that support integration across a diverse ecosystem of complementary offerings. The study of digital business strategy needs new concepts and methods to examine how these forces are managed in pursuit of competitive advantage. We conceptualize the logic of digital business strategy in terms of two constructs: design capital (i.e., the cumulative stock of designs owned or controlled by a firm), and design moves (i.e., the discrete strategic actions that enlarge, reduce, or modify a firm's stock of designs). We also identify two salient dimensions of design capital, namely option value and technical debt. Using embedded case studies of four firms, we develop a rich conceptual model and testable propositions to lay out a design-based logic of digital business strategy. This logic highlights the interplay between design moves and design capital in the context of digital business strategy and contributes to a growing body of insights that link the design of digital artifacts to competitive strategy and firm-level performance.

a b s t r a c tThis paper features a competency-enhancing social networking application which provides a solution for the dilemma of non-participating (non-engaged) students in class: 'pedagogical tweeting'. Twitter's micro-blogging service enables both instructors and students to send and read messages (tweets) of up to 140 characters, incl. links to blogs, web pages, photos, videos, etc. As Twitter can be accessed from a website, via applications on PC/Mac, iPhone, Android phones, etc., it represents an effective tool to engage students, e.g. by taking up questions during in-class and out-of-class discussions or by providing advice on assignments etc. Students in turn can generate their own learning context and benefit from collaborative knowledge creation. We share respective tweeting experiences made during a course on Knowledge Management (KM) taught at Singapore Management University (SMU) backed up by exploratory research on students' micro-blogging activities. We discuss challenges ahead and propose four hypotheses about the effective deployment of social awareness streams such as Twitter in higher education.

This paper investigates the structure and dynamics of the Web 2.0 software ecosystem by analyzing empirical data on web service APIs and mashups. Using network analysis tools to visualize the growth of the ecosystem from December 2005 to 2007, we find that the APIs are organized into three tiers, and that mashups are often formed by combining APIs across tiers. Plotting the cumulative distribution of mashups to APIs reveals a power-law relationship, although the tail is short compared to previously reported distributions of book and movie sales. While this finding highlights the dominant role played by the most popular APIs in the mashup ecosystem, additional evidence reveals the importance of less popular APIs in weaving the ecosystem's rich network structure.