Open Platform Strategies and Innovation: Granting Access vs. Devolving Control

By Kevin J. Boudreau. Management Sciences, 2010

966 citations recorded by the source corpus.

Subfields: Computer Science Applications, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c4e8ca30ab49400033fba210717dff8d7bef5cab

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In Computer Science Applications

In Strategy and Management

Citations in the corpus

Unpaid Crowd Complementors: The Platform Network Effect Mirage (2015, neutral): “Research on network effects and platform strategy has largely conceptualized platforms as multi-sided markets in which producers of complementary goods (“complementors”) on one side compete to sell to users on the other side1 (e.g., Adner and Kapoor, 2010; Cennamo and Santaló, 2013; Parker and Van A”
Open innovation: current status and research opportunities (2017, positive): “For example, firms that sponsor ecosystems must attract firms to create value while resolving their competing interests in doing so (Adner & Kapoor, 2010; Boudreau, 2010; Rohrbeck, Hölzle, & Gemünden, 2009).”
Technology Ecosystem Governance (2014, background): “In addition, excessive specialisation, diversity, and random competition can lead to overcrowding, high coordination costs and fragmentation (Boudreau 2010) that can inhibit rates of development and adoption of both the core and complements (Adner, 2006).”
Digital Innovation Management: Reinventing Innovation Management Research in a Digital World (2017, background): “For innovation outcomes, digital platforms and open standards enable collectives (of organizations or individuals) to pursue innovation collaboratively (e.g., Boudreau 2010; Bresnahan and Greenstein 2014; Gawer and Cusumano 2014; Parker et al. 2016; Tiwana et al. 2010).”
Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems (2017, background): “In so doing, the study contributes to the emerging literature stream examining the challenges and opportunities faced by complementor firms in business ecosystems (e.g., Boudreau, 2010; Kapoor, 2013; Kapoor and Lee, 2013).”
Organizing for Innovation in the Digitized World (2012, background): “2011), open innovation (Boudreau 2010), and innovation challenges (Boudreau et al.”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, background): “, 2017), while maintaining acceptable control over value appropriation (Boudreau, 2010).”
Evolutionary Competition in Platform Ecosystems (2015, methodology): “We also found no evidence that the sample was skewed toward more successful extensions (confirmed by the absence of a significant relationship between survey response date with 2009 ratings, downloads, or review counts).”
Marketplace or Reseller? (2015, neutral): “πi = (v − f)Ei [ m− (ai − (θ + γi + δi))(2) ] − F − P, (5)”
Introduction - Platforms and Infrastructures in the Digital Age (2018, background): “Such openness promotes ecosystems based on multiple and diverse value propositions, while also serving excess rents for the platform host or owner (Adner and Kapoor 2010, Boudreau 2010, Parker and Van Alstyne 2005).”
Introduction to the Special Issue - Social Media and Business Transformation: A Framework for Research (2013, background): “Prior work has examined platform competition (Eisenmann et al. 2006), platform openness and innovation (Boudreau 2010), and platform pricing and product design in two-sided markets (Parker and Van Alstyne 2005).”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, background): “While seeking this flexibility to align internal product development with the external world (Boudreau and Lakhani 2009), firms must also maintain acceptable control over value appropriation (Boudreau 2010).”