Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation

By O. Hauptman. 2003

716 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/ce645ce96ec802f34f02ba9409e4c6a34dfd7f58

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In Strategy and Management

Citations in the corpus

Platform Owner Entry and Innovation in Complementary Markets: Evidence from Intel (2007, positive): “Following Gawer and Cusumano (2002) we define a product as a “platform” when it is one component or subsystem of an evolving technological system, when it is strongly functionally interdependent with most of the other components of this system, and when enduser demand is for the overall system, so…”
Introduction to the Special Issue - Social Media and Business Transformation: A Framework for Research (2013, background): “There is a long tradition of research on platform strategy (Gawer and Cusumano 2002).”
Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems (2017, background): “Often, business ecosystems are orchestrated by firms such as Apple, Cisco, Google, Intel, Microsoft, and SAP, which provide the central technological platform and set the rules for how complementor firms participate in it (e.g., Gawer and Cusumano, 2002; Iansiti and Levien, 2004).”
Digital platform ecosystems (2019, background): “Depending on the ownership status of platforms, the platform owners establish governance mechanisms that define the ground rules for orchestrating interactions in the ecosystems (Gawer and Cusumano 2002; Tiwana 2014).”
Platform Ecosystems: How Developers Invert the Firm (2017, neutral): “Indeed, addressing the cannibalization problem via a platform strategy is a significant topic addressed in the books Platform Leadership (Gawer and Cusumano 2002) and Platform Revolution (Parker et al.”
The Architecture of Platforms: A Unified View (2008, methodology): “Using Intel, Microsoft and Cisco as major case studies, Gawer and Cusumano (2004) built on this work to articulate a more general framework for “platform leadership” in rapidly evolving product systems.”
The lineages of the entrepreneurial ecosystem approach (2017, neutral): “^ Due to the need to manage the interactions and interdependences among the stakeholders (Uzunca et al. 2016), firms play a crucial role by shaping the perceptions of existing and future participants (Gawer and Cusumano 2002; Autio and Thomas 2016).”
Unpaid Crowd Complementors: The Platform Network Effect Mirage (2015, neutral): “…work contributes to strategy research that has increasingly examined contingencies in the management of platforms and their wider ecosystems (e.g., Gawer and Cusumano, 2002; Adner and Kapoor, 2010; Zhu and Iansiti, 2011; Cennamo and Santaló, 2014), and that which closely examines the workings of…”
Benefiting from innovation: Value creation, value appropriation and the role of industry architectures (2006, positive): “Especially, for nascent sectors, an effective process of early brokering and positioning can lead to the creation of a potentially very profitable platform (Gawer and Cusumano, 2002; Iansiti and Levien, 2004; Morris and Ferguson, 1993; Santos and Eisenhardt, 2006).”
Let a Thousand Flowers Bloom? An Early Look at Large Numbers of Software App Developers and Patterns of Innovation (2012, neutral): “…faced by apps producers in terms of platform and tools design, information provision, subsidies and access pricing and any number of other strategic ‘levers” (Gawer and Cusumano 2002, Iansiti and Levien 2004) There are several particularities of this research and context that should be noted.”
Platform Rules: Multi-Sided Platforms as Regulators (2008, neutral): “Several studies have also begun to document a variety of roles played by platform owners, including assuring “coherent” technical development and coordination among contributors to an MSP ecosystem (Gawer and Cusumano 2002); designing the technical architecture that frames interactions (Prencipe et ”
Towards a theory of ecosystems (2018, neutral): “…also considers how technological interfaces (and which parts of the technology are “open” or “closed”) or governance (such as membership and participation rules) shape collective outcomes (Ceccagnoli et al ., 2012; Cennamo, 2016; Gawer & Cusumano, 2002; Gawer, 2014; Wareham et al ., 2014).”