The role of complementary products on platform adoption: Evidence from the video console market

Cenamor, Javier; Usero, Belén; Fernández, Zulima

doi:10.1016/j.technovation.2013.06.007

Cited by 55 publications

(46 citation statements)

References 79 publications

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“…Under such circumstances, platform owners will have more ambidexterity choices while they balance exploration and exploitation in more dimensions, e.g., between two sides and across markets. By drawing on emerging papers that have studied the joint management of different platform strategies, such as pricing and differentiation [2,106,107], future research may shed light on the specific interdependencies between platform strategies and the appropriate ways to balance exploration and exploitation orientations in order to evolve with highly changeable platform ecosystems.…”

Section: Managing Several Platform Strategiesmentioning

confidence: 99%

Unraveling Platform Strategies: A Review from an Organizational Ambidexterity Perspective

et al. 2017

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Abstract:Platform strategies, which highlight the interdependence in and evolution of business ecosystems, are increasingly relevant for sustainable business models in the digital era. So far, platform research has existed as a fragmented body of insights from different fields, but an integrated theoretical perspective can lead to a more coherent understanding of the research overall. Organizational ambidexterity emphasizes the balance between exploration and exploitation, which is particularly conducive to understanding the sustainability of a firm. Using an organizational ambidexterity perspective, the authors analyze five platform strategies: pricing, openness, integration, differentiation, and envelopment. This paper provides a systematic review of the theoretical and empirical studies in leading management, economics, and information systems journals from 2000 to 2016. The findings show that platform strategies can help platform owners achieve ambidexterity by domain, temporal, and organizational separation. Finally, this paper proposes an agenda for future research.

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Section: Managing Several Platform Strategiesmentioning

confidence: 99%

Unraveling Platform Strategies: A Review from an Organizational Ambidexterity Perspective

et al. 2017

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“…The promotion of the standard might persuade supporting firms in other (possibly competing) standards organizations to join the standards organization so that they can use the standard in their own products. These new member firms can implement the standard in their products, thereby increasing the installed base and the number of complementary products and positively influencing the chances of standard dominance [25]. Hence, we posit that the influential position of the members of a standards organization can raise the level of influence of the standards organization, increasing the chances of success of the standard.…”

Section: Influential Positionmentioning

confidence: 93%

“…Moreover, by establishing relationships with manufacturers of (key) complementary goods [5], firms can gain control over the availability and supply of these goods. A large availability of complementary goods leads to an increase in installed base and to standard dominance [24,25]. Furthermore, inter-organizational relationships can lead to collective action and coordination of tasks [6,26], both of which are required to create a successful standard.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Furthermore, by adapting standards to user requirements, more diverse firms will adopt the standard [6]. Launching products implementing the standard in different markets increases the installed base and the number and variety of complementary products, and consequently increases the chances of standard dominance [25]. Therefore we posit: …”

Section: Structural Holesmentioning

confidence: 99%

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Explaining Standard Dominance: The Effect of Influential Network Positions and Structural Holes

Kaa¹

2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…There have been a number of studies of the industry platform competition between established firms and new entrants [8,9]. Industry platforms, which can be products, services, or technologies, serve as foundations upon which a large number of agents can make complementary innovations or transactions [10,11].…”

Section: Introductionmentioning

confidence: 99%

Exploring Performance Determinants of China’s Cable Operators and OTT Service Providers in the Era of Digital Convergence—From the Perspective of an Industry Platform

2017

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This paper investigates key determinants of business performance in China's video industry in the era of digital convergence. Specifically, we analyze China's OTT (over-the-top) service providers and cable operators based on the perspective of an industry platform, which acts as the core module of a business ecosystem and is capable of facilitating and coordinating interdependence among different agents. Panel data models are established to empirically explore what factors impact the performance of these two types of players. The findings demonstrate that both platform use and the size of an installed base are crucial for the determinants of the performance of OTT service providers and cable operators. An online video platform can also benefit from an increasing proportion of mobile viewers by implementing a multi-screen strategy. Further, an OTT service provider can profit from the interaction between its installed base and UGC (user-generated content), while cable operators can take advantage of positive feedback between their demand side and supply side.

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The role of complementary products on platform adoption: Evidence from the video console market

Cited by 55 publications

References 79 publications

Unraveling Platform Strategies: A Review from an Organizational Ambidexterity Perspective

Unraveling Platform Strategies: A Review from an Organizational Ambidexterity Perspective

Explaining Standard Dominance: The Effect of Influential Network Positions and Structural Holes

Exploring Performance Determinants of China’s Cable Operators and OTT Service Providers in the Era of Digital Convergence—From the Perspective of an Industry Platform

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