Platform diffusion at temporary gatherings: Social coordination and ecosystem emergence

Fang, Tommy Pan; Wu, Andy; Clough, David R.

doi:10.1002/smj.3230

Cited by 52 publications

(28 citation statements)

References 193 publications

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“…They do so through direct communication channels such as conferences and workshops that facilitate knowledge sharing with developers and among developers themselves in understanding unique or new features of the platform (Foerderer, 2020;Huang, Tafti, & Mithas, 2018). For example, Fang, Wu, and Clough (2021) draw attention to the influence of platform-sponsored hackathons, and they report a significant increase in hackathon attendees' subsequent adoption of focal platforms. While such incentive mechanisms might incur coordination costs, better information and a closer partnership will guide complementors' resource allocation to areas generating synergistic specificity, which can ultimately improve value creation by the platform ecosytem as a whole (Huber, Kude, & Dibbern, 2017;Schilling, 2000).…”

Section: Taking Stock: Review Of Extant Research On the Governance And Design Of Digital Platformsmentioning

confidence: 99%

Governance and Design of Digital Platforms: A Review and Future Research Directions on a Meta-Organization

Liang

Tong²,

Tang³

et al. 2021

Journal of Management

111

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The burgeoning digital-platforms literature across multiple business disciplines has primarily characterized the platform as a market or network. Although the organizing role of platform owners is well recognized, the literature lacks a coherent approach to understanding organizational governance in the platform context. Drawing on classic organizational governance theories, this paper views digital platforms as a distinct organizational form where the mechanisms of incentive and control routinely take center stage. We systematically review research on digital platforms, categorize specific governance mechanisms related to incentive and control, and map a multitude of idiosyncratic design features studied in prior research onto these mechanisms. We further develop an integrative framework to synthesize the review and to offer novel insights into the interrelations among three building blocks: value, governance, and design. Using this framework as a guide, we discuss specific directions for future research and offer a number of illustrative questions to help advance our knowledge about digital platforms’ governance mechanisms and design features.

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Section: Taking Stock: Review Of Extant Research On the Governance And Design Of Digital Platformsmentioning

confidence: 99%

Governance and Design of Digital Platforms: A Review and Future Research Directions on a Meta-Organization

Liang

Tong²,

Tang³

et al. 2021

Journal of Management

111

View full text Add to dashboard Cite

show abstract

“…Finally, we respond to recent calls from the literature to study new forms in organizing (Levine and Prietula 2014, Puranam et al 2014, Burton et al 2017, particularly in the context of innovation at hackathons. Over the last several years, hackathons have emerged as an important context for organizational innovation (Pe-Than et al 2019, Pan Fang et al 2021, with start-ups and incumbents alike leveraging the context to develop ideas and projects of high value and novelty. Lifshitz-Assaf et al (2020, p. 4) note that because "hackathons adhere to non-hierarchical and open ways of organizing, no clear process, structure or roles [are] defined."…”

Section: New Methods Of Organizing and Hackathonsmentioning

confidence: 99%

“…Over the last decade, hackathons emerged to play a pivotal role in software development culture and practice (Broussard 2015, Leckart 2015, Pan Fang et al 2021. Hackathons commonly entail sets of software developers who compete in a contest to develop and present working software by the end of a time frame of a day or two (Leckart 2012).…”

Section: Experimental Settingmentioning

confidence: 99%

Iterative Coordination and Innovation: Prioritizing Value over Novelty

Ghosh¹,

2023

Organization Science

Self Cite

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An innovating organization faces the challenge of how to prioritize distinct goals of novelty and value, both of which underlie innovation. Popular practitioner frameworks like Agile management suggest that organizations can adopt an iterative approach of frequent meetings to prioritize between these goals, a practice we refer to as iterative coordination. Despite iterative coordination’s widespread use in innovation management, its effects on novelty and value in innovation remain unknown. With the information technology firm Google, we embed a field experiment within a hackathon software development competition to identify the effect of iterative coordination on innovation. We find that iterative coordination causes firms to implicitly prioritize value in innovation: Although iteratively coordinating firms develop more valuable products, these products are simultaneously less novel. Furthermore, by tracking software code, we find that iteratively coordinating firms favor integration at the cost of knowledge-creating specialization. A follow-on laboratory study documents that increasing the frequency and opportunities to reprioritize goals in iterative coordination meetings reinforces value and integration, while reducing novelty and specialization. This article offers three key contributions: highlighting how processes to prioritize among multiple performance goals may implicitly favor certain outcomes; introducing a new empirical methodology of software code version tracking for measuring the innovation process; and leveraging the emergent phenomenon of hackathons to study new methods of organizing.

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“…This type of platform has been strongly associated with entrepreneurship in past research as the platform offers both a target market and a distribution channel for entrepreneurs – the complementors – who are delivering innovative technology-based products and can build their business on the platform ( Nambisan et al, 2018 ). Prior research has focused on mechanisms that help to recruit complementors and keep them engaged in developing complementary offerings ( Boudreau, 2012 ; Fang et al, 2020 ; Gawer and Cusumano, 2008 ). In addition to the need to attract a large base of customers who will purchase platform offerings ( Boudreau, 2012 ; Rietveld and Eggers, 2018 ), it is important for the platform owner to strike a balance between stability, to preserve investments in complementor offerings, and evolvability, to enable complementors to adjust to changes in customer needs and technology ( Wareham et al, 2014 ).…”

Section: Insights From Research On Governance Of Other Types Of Digit...mentioning

confidence: 99%

Relying on the engagement of others: A review of the governance choices facing social media platform start-ups

Reuber

Fischer

2021

International Small Business Journal

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We are grateful to Professors Rebecca Reuber and Eileen Fischer for contributing our 2022 annual review article. This insightful review explores an issue of great contemporary importance regarding the relationship between entrepreneurial activities and social media platforms. Whilst there is much popular and media commentary regarding the opportunities such platforms offer for entrepreneurship, we lack informed, academic reflection upon the role and influence of such platforms for both good and ill. Hence, this review article is timely in identifying current practices and raising important issues for future research. Our thanks to the authors for their valuable contribution to the ISBJ. Entrepreneurs create digital platforms which, in turn, facilitate entrepreneurial behaviours of others, the platform users. An important start-up activity is developing the mechanisms to govern user participation. While prior literature has provided insights on the governance of innovation platforms and exchange platforms, it has shed little light on the governance of social media platforms. In this review, we synthesize the emerging literature on diverse social media platforms, focussing on four types of governance mechanisms: those that regulate user behaviour, those related to user identification and stature, those that structure relationships among users and those that direct user attention. We highlight the implications of this body of literature for entrepreneurship scholars.

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Platform diffusion at temporary gatherings: Social coordination and ecosystem emergence

Cited by 52 publications

References 193 publications

Governance and Design of Digital Platforms: A Review and Future Research Directions on a Meta-Organization

Governance and Design of Digital Platforms: A Review and Future Research Directions on a Meta-Organization

Iterative Coordination and Innovation: Prioritizing Value over Novelty

Relying on the engagement of others: A review of the governance choices facing social media platform start-ups

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