How open is open enough?: Melding proprietary and open source platform strategies

By Joel West. 2003

940 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/c0e41552947722ca6c17f8bd5d542f07ccd47be3

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In Computer Science Applications

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

The Role of Participation Architecture in Growing Sponsored Open Source Communities (2008, background): “…economic benefits and competitive advantage by leveraging the widespread adoption of popular open source projects, leveraging the shared R&D investment of the community, and selling other goods and services necessary to provide a complete solution (West, 2003, 2007; West and Gallagher, 2006).”
Motivation, Governance, and the Viability of Hybrid Forms in Open Source Software Development (2006, background): “For ﬁrms, community development offers the possibility to gain developmental assistance in noncritical areas and increase adoption (West 2003).”
The Open Innovation Paradox: Knowledge Sharing and Protection in R&D Collaborations (2010, neutral): “In that way, R&D collaboration can be a successful element in a firm’s broader open innovation strategy, which ultimately has to entail a hybrid strategy between an open and closed approach towards knowledge sharing and protection (see Granstrand and Sjölander, 1990; Henkel, 2006; von Hippel and von”
The evolution, challenges, and future of knowledge representation in product design systems (2013, background): “West’s analysis of open source platform strategies [322] indicates two strategies that are hybrids of proprietary and open platforms: (1) ‘‘opening parts’’, or retaining control of core layers and opening up commodity layers, and (2) ‘‘partly open’’, or restricted disclosure of technology such that ”
The digital transformation of innovation and entrepreneurship: Progress, challenges and key themes (2019, background): “…product development project, and the specific phases of the innovation/entrepreneurial process that should be opened up for external participants (crowd) to contribute (e.g., Drechsler and Natter, 2012; Ghazawneh and Henfridsson, 2013; Karhu et al., 2018; Lazzarotti and Manzini, 2009; West, 2003).”
Cocreation of Value in a Platform Ecosystem: The Case of Enterprise Software (2012, background): “In particular, prior theory research has focused on the platform owner's decision of the optimal level of openness for an IT platform, which often entails a tradeoff between adoption and appropriability (Eisenmann et al. 2008; Parker and Van Alstyne 2008; West 2003).”
Leveraging External Sources of Innovation: A Review of Research on Open Innovation (2014, neutral): “, provide commodity technology (West, 2003), to engage in informal knowledge sharing (Henkel, 2006), and to develop potential improvements to existing products (Dahlander and Magnusson, 2008).”
Platform Competition: A Systematic and Interdisciplinary Review of the Literature (2020, neutral): “…Kude & Dibbern, 2017; Rietveld, Schilling, & Bellavitis, 2019; Wareham, Fox, & Giner, 2014), including platform openness (e.g., Boudreau, 2010; West, 2003) and competing with complementors through vertical integration (e.g., Gawer & Henderson, 2007; Pierce, 2009; Zhu & Liu, 2018); and several…”
The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2016, neutral): “New ‘dynamic’ theories are needed to explain how ‘open’ governance can affect the way, how multiple actors evolve throughout the innovation process in a self-organising way where mechanisms of hierarchical control are absent (West 2003; Brunswicker and Almirall 2015).”
Perspectives on Innovation Processes (2013, neutral): “closed (West, 2003).”