Co-opetition Between Differentiated Platforms in Two-Sided Markets

Mantena, Ravi; Saha, Rajib L.

doi:10.2753/mis0742-1222290205

Cited by 90 publications

(37 citation statements)

References 29 publications

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“…The third variant is the so-called multi-sided business models, where value is created through interactions with multiple stakeholders upstream, downstream and horizontally in a (Bughin, Chui & Manyika, 2010;Lin, Li & Whinston, 2011;Mantena & Saha, 2012;Markides & Charitou, 2004;Smith, Binns & Tushman, 2010). This is different from the market portfolio based on interactions with multiple segments of customers; or the product portfolio where different stages of work-in-progress are consumed either as final products or as supplements to the final product.…”

Section: The Emergence Of the Portfolio Business Models: Four Variantsmentioning

confidence: 99%

The digital transformation of business models in the creative industries: A holistic framework and emerging trends

2020

Technovation

380

257

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Highlights  This research develops a holistic business model framework from a systematic literature review  Identifies emerging trends in the digital transformation of business models in the creative industries  A significant trend is the increasing adoption of multiple business models as a portfolio within one firm  Four variants of the portfolio models are identified and illustrated  The holistic business model framework can serve both as a cognitive instrument and a planning tool This paper has been accepted for publication in Technovation (2018)

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Section: The Emergence Of the Portfolio Business Models: Four Variantsmentioning

confidence: 99%

The digital transformation of business models in the creative industries: A holistic framework and emerging trends

2020

Technovation

380

257

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“…Research has pointed to the positive effects of coopetition on innovation and financial performance (Gnyawali & Park, 2011;Mantena & Saha, 2012), knowledge sharing (Bouncken & Fredrich, 2016;Bouncken & Kraus, 2013), competitiveness (Bouncken & Fredrich, 2012), growth and efficiency (Medlin, 2006;Peng, Pike, Yang, & Roos, 2012), leveraging economies of scales (Bengtsson & Kock, 2000), and the ability to manage uncertainty and risk (Bengtsson & Kock, 2000). At the same time, coopetition can not only support innovation and knowledge sharing but can also be an obstacle to innovation and give rise to detrimental knowledge leakage (Liu, Luo, Yang, & Maksimov, 2014).…”

Section: Coopetition and Sustainable Developmentmentioning

confidence: 99%

Coopetition for sustainability: Between organizational benefit and societal good

Manzhynski

Figge

2019

Bus Strat Env

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Sustainable development requires coopetition, that is, the cooperation of organizations that compete at the same time. Research on coopetition for sustainability is sparse. From a sustainability perspective, coopetition contributes to sustainability when it makes a positive contribution on the societal level. Existing research on coopetition however focuses on organizational outcomes. In this paper, we link organizational and societal outcomes of coopetition. We show that for the simple case of two coopting firms and an economic and an environmental dimension, there are 51 different combinations that make a positive contribution to sustainability. All but one of these combinations consist of a mix of positive and negative outcomes. We identify four types of trade‐offs that can occur in coopetition for sustainability and that point to different pathways of achieving sustainability.

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“…Firms with product platforms usually compete through economies of scale and scope, which are realized based on innovation of the core and peripheries. Originating from industrial economics, the multi-sided platform perspective [39,41,60] holds that competitive platforms embody positive networks effects whereby the value of a platform depends on the population and growth of distinguishable users (e.g., buyers and sellers on Amazon). Studies belonging to this research stream focuses on identifying efficient matching mechanisms (e.g., pricing) to entice and galvanize users against rival platforms.…”

Section: Digital Platform Competitionmentioning

confidence: 99%

Disentangling Digital Platform Competition: The Case of UK Mobile Payment Platforms

Kazan¹,

Tan²,

Lim

et al. 2018

Journal of Management Information Systems

148

103

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Digital platforms confer competitive advantage through superior architectural configurations. There is however still a dearth of research that sheds light on the competitive attributes which define platform competition from an architectural standpoint. To disentangle platform competition, we opted for the mobile payment market in the United Kingdom (UK) as our empirical setting. By conceptualizing digital platforms as layered modular architectures and embracing the theoretical lens of strategic groups, this study supplements prior research by deriving a taxonomy of platform profiles that is grounded on the strategic dimensions of value creation and value delivery architectures. We discover that mobile payment platforms could be delineated based on whether they are: (1) integrative or integratable on their value creation architecture; and (2) have direct, indirect, or open access on their value delivery architecture. The preceding attributes of value creation architecture and value delivery architecture aided us in identifying six profiles associated with mobile payment platforms, which in turn led us to advance three competitive strategies that could be pursued by digital platforms in network economies.

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Co-opetition Between Differentiated Platforms in Two-Sided Markets

Cited by 90 publications

References 29 publications

The digital transformation of business models in the creative industries: A holistic framework and emerging trends

The digital transformation of business models in the creative industries: A holistic framework and emerging trends

Coopetition for sustainability: Between organizational benefit and societal good

Disentangling Digital Platform Competition: The Case of UK Mobile Payment Platforms

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