Platform Ecosystems: How Developers Invert the Firm

By Geoffrey G. Parker, Marshall W. Van Alstyne, Xiaoyue Jiang. MIS Q., 2017

557 citations recorded by the source corpus.

Subfields: Computer Science Applications, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a0133b06d22411dcb4e78421c2450e25eec9a624

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In Computer Science Applications

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Digital Technologies as External Enablers of New Venture Creation in the IT Hardware Sector (2018, background): “In doing so, a digital technology can shift the locus of value creation to third parties (Parker, Alstyne, & Jiang, 2017), who can then adapt the digital technology to a range of new actions.”
Value co-creation practices in business-to-business platform ecosystems (2019, background): “The complementors are part of the ecosystem that is continually enhancing the service platform and turning the value creation process into a joint value co-creation process (Parker et al. 2017).”
Platform Competition: A Systematic and Interdisciplinary Review of the Literature (2020, background): “…and platforms tended to focus on business-level strategy, that is, the competitive strategies firms use to attract customers and complementors, a next wave of research began to examine how platforms induce changes in the nature of the firm itself (e.g., Parker et al., 2017) (see Table 3).”
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, background): “Such technologies, being generative in nature, allow for continuous innovation, which is often brought about by external parties, such as customers or developers (Parker et al., 2017).”
How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, background): “Therefore, digital platforms are turning the focus of value creation toward the network, which entails a drastic shift toward a more externally oriented organization (Li et al., 2017; Parker, Van Alstyne, & Jiang, 2017).”