Technology Ecosystem Governance

By Jonathan Wareham, Paul B. Fox, Josep Lluís Cano Giner. Organ. Sci., 2014

861 citations recorded by the source corpus.

Subfields: Computer Science Applications, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ef3dc061ae69987a42aa5f291f3c887b121e7797

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Citations in the corpus

Impact of supply chain digitalization on supply chain resilience and performance: A multi-mediation model (2023, background): “Digital platforms can define the role of each partner and improve the sharing of partner skills and information, which will optimize the effectiveness of supply chain resource allocation and provide the possibility of diverse collaboration (Tiwana, 2015; Wareham et al., 2014).”
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).”
Data Governance in the Age of Large-Scale Data-Driven Language Technology (2022, background): “[137] examine the case of governance of software platforms (specifically the tools they rely on) through the lens of striking a”
The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, neutral): “…the call for further exploration of the applicability of the paradox lens (Smith & Lewis, 2011), but also contributes to the literature on the management of paradoxical tensions (Jarzabkowski & Sillince, 2007; Smith, 2014; Wareham, Fox, & Cano Giner, 2014) by means of our three-step process.”
Designing for Digital Transformation: Lessons for Information Systems Research from the Study of ICT and Societal Challenges (2016, background): “These papers remind us that platforms are powerful and that their governance can and should be carefully designed with an eye toward the values and needs of all actors in their networks (Wareham et al. 2014.)”
Platform Competition: A Systematic and Interdisciplinary Review of the Literature (2020, neutral): “…Gandal, Kende, & Rob, 2000), enterprise-resource-planning software (Ceccagnoli, Forman, Huang, & Wu, 2012; Huang, Ceccagnoli, Forman, & Wu, 2013; Wareham et al., 2014), Intel (Casadesus-Masanell & Yoffie 2007; Gawer & Henderson, 2007; Perrons, 2009), Mozilla’s Firefox web browser (Song, Xue,…”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, background): “To embrace digital innovation, incumbent firms must “establish governance mechanisms that appropriately bound participant behavior without excessively constraining the desired level of generativity” (Wareham et al. 2014, p. 1195).”
Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, background): “, that external partners will be producing those inputs required for the value propositions, and at the right time (e.g., Davis, 2016; Wareham et al., 2014).”
International entrepreneurship: The pursuit of entrepreneurial opportunities across national borders (2018, background): “At the same time, it is also beneficial for the ecosystem when nonleader producers pursue self-interested, innovative activities (Wareham et al., 2014).”
Digital Technology Entrepreneurship: A Definition and Research Agenda (2017, background): “Further research could also study the co-evolution between digital technology entrepreneurship and the digital platforms or infrastructure governance (Wareham et al., 2014), as well as the impact of regulation (Gurses & Ozcan, 2015) to explore when this enables or constrains entrepreneurial activity”
Digital platforms for development: Foundations and research agenda (2021, background): “It considers platforms as modular architectures (Ulrich, 1995), which are partitioned into a core and periphery (Baldwin & Woodard, 2009), and governed centrally by a platform authority (Ghazawneh & Henfridsson, 2013; Wareham et al., 2014).”
Digital Technologies as External Enablers of New Venture Creation in the IT Hardware Sector (2018, background): “For example, increasing input variety can negatively aﬀect input and output quality (Wareham, Fox, & Giner, 2014), which increases transaction costs and coordination needs (Wolter & Portuguesa, 2008) and undermines a digital technology’s ability to provide compression and/or conservation mechanisms.”