Architectural leverage: putting platforms in context

By Llewellyn D. W. Thomas, Erkko Autio, David M. Gann. IEEE Engineering Management Review, 2014

690 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/9351f5c0859e6fbf4f36d73e5cbece0d73c63d08

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In Strategy and Management

Citations in the corpus

Digital platform ecosystems (2019, methodology): “Thus, the software-based platform is not only a source of economies of scale and scope (Thomas et al. 2014); it also fosters economies of substitution (Garud and Kumaraswamy 1995).”
Industry 4.0: a supply chain innovation perspective (2020, background): “Two fundamental types of platforms can be distinguished from a platform owner’s perspective (Thomas, Autio, and Gann 2014): first, multi-sided market platforms such as Uber and Airbnb serve as market intermediaries that match service producers (taxis, housing providers) with consumers (passengers,…”
How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, methodology): “Drawing on the platform literature (Gawer, 2014; Jacobides, Cennamo, & Gawer, 2018; McIntyre & Srinivasan, 2017; Thomas, Autio, & Gann, 2014) and research on dynamic capabilities (Mikalef & Pateli, 2017; Teece, 2018; Teece, Pisano, & Shuen, 1997), this study examines the indirect effect of SMEs'…”
Digital transformation: A multidisciplinary reflection and research agenda (2021, neutral): “…link and engage a heterogeneous set of network stakeholders like customers, suppliers, and third parties strongly stimulates the value creation and growth of platforms (McIntyre & Srinivasan, 2017; Thomas, Autio, & Gann, 2014), and is important to realize digitalization and digital transformation.”
Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field (2018, background): “Apart from this, scholars should make use of the current market situation, which provides them with the opportunity to observe how platforms emerge (Thomas et al. 2014), how firms manage to become platform leaders (Gawer and Cusumano 2014) and how corresponding dynamics affect the intention, directi”
The digital platform: a research agenda (2018, background): “Some scholars use ecosystems to denote the organisational form associated with an industry platform (Gawer, 2014) or as an unspecific notion of a collection of assets (Thomas et al., 2014).”
Mathematical analysis of the impact mechanism of information platform on agro-product supply chain and agro-product competitiveness (2017, background): “[47] develop the logic of leverage by identifying three types of leverage: production leverage, innovation leverage, and transaction leverage.”
Networks, ecosystems, fields, market systems? Making sense of the business environment (2020, neutral): “A few authors also use institutional theory and ideas from value creating systems, as well as business network theory and strategy to make suggestions for ecosystem orchestration, notably Autio and Thomas (2014).”