Platform Ecosystems: Aligning Architecture, Governance, and Strategy

By Amrit Tiwana. 2013

659 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/a12829861c35f52eada41365728f38b2aeeca7e1

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Citations in the corpus

The digital platform: a research agenda (2018, background): “R esearchers within the information systems (IS) field and beyond are seeking to understand the omnipresent digital platforms in today’s industries (Tiwana, 2014; Parker et al., 2016).”
Digital platform ecosystems (2019, background): “Considerations of value capture must go beyond pricing and revenue-sharing mechanisms (Hagiu 2006; Tiwana 2014; Oh et al. 2015).”
Platform Ecosystems: How Developers Invert the Firm (2017, unknown): “In addition, Tiwana (2013) calls for research on how platform governance affects ecosystem innovation.”
Digital platforms for development: Foundations and research agenda (2021, background): “The theoretical underpinnings of innovation platforms (e.g., Ghazawneh & Henfridsson, 2013; Tiwana, 2014) The inclusive innovation lens (Heeks et al., 2013) may also provide a suitable framework to apply.”
The platformization of cultural production: Theorizing the contingent cultural commodity (2018, unknown): “To facilitate platform entry, subsidies can be also used to offer an accessible computational infrastructure to complementors so they can effectively develop and distribute “complements,” such as apps (Tiwana, 2014).”
Ray RLLib: A Composable and Scalable Reinforcement Learning Library (2017, background): “ shared memory. 2.2 RLlib APIs Ray RLlib provides scalable abstractions for performance-critical tasks such as distributed sample collection and SGD. Following the platform-application design pattern [56], RLlib’s APIs are general and work with multiple deep learning frameworks, including TensorFlow”
WeChat as infrastructure: the techno-nationalist shaping of Chinese digital platforms (2019, background): “Official Accounts are “nested apps” rather than standalone applications (Tiwana, 2014), which exist only within WeChat’s application environment.”
Platforms in the peer-to-peer sharing economy (2019, background): “To embrace the benefits of the sharing economy while mitigating potential negative effects, policy makers need to address these challenges, for example, through effective laws, regulation, and norms to encourage actors to engage in positive behaviors, and, at the same time, discourage negative inter”
Blended learning in higher education: Trends and capabilities (2019, background): “…way users interact with their environment, and thus these characteristics give digital technologies the possibility to offer capabilities such as convergence, integration, crowdsourcing, personalization, ubiquity, measurability, and (ideally) democratization of access to education (Tiwana 2014).”
Recombination in the open-ended value landscape of digital innovation (2018, background): “It therefore requires new forms of governance (Tiwana 2016; Tiwana et al. 2010), entrepreneurship (Nambisan 2017), and digital innovation management (Nambisan et al.”
The digital transformation of innovation and entrepreneurship: Progress, challenges and key themes (2019, background): “Here, we consider three such themes—openness, affordances, and generativity; these are themes that have been considered in the digital technology literature (e.g., Majchrzak and Markus, 2013; Nambisan et al., 2017; Tiwana, 2014; Wareham et al., 2014; Yoo et al., 2010), and at the same time, have gai”
How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, background): “The literature stresses that alignment between a firm's organizational orientation and that firm's digital strategy is necessary for success (Li et al., 2016; Tiwana, 2014; Wan et al., 2017; Yeow et al., 2018).”
Platform capitalism (2019, background): “Inov., Campinas (SP), 18 (2), p. 449-454, julho/dezembro 2019 dos serviços prestados e gerar inovação via processos de distribuição/descentralização massivos (massively distributed innovation) (TIWANA, 2014; YU et al., 2019; HAUTAMAKI; OKSANEN, 2018).”
Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms (2021, background): “…regarding the current platform research is that scholars largely exclude the design of platform architecture (Cennamo, 2019; Thomas et al., 2014; Tiwana, 2014) and associated features of the value proposition (Kiel et al., 2017; Leminen et al., 2020; Schroeder et al., 2020), from the unit of…”
Introduction - Platforms and Infrastructures in the Digital Age (2018, background): “Tiwana (2013) broadly deﬁnes governance with regards to who decides what.”