From product to platform: How incumbents' assumptions and choices shape their platform strategy

被引：5

作者：

Van Dyck, Marc ^{[1
]}

Luettgens, Dirk ^{[1
]}

Diener, Kathleen ^{[2
,3
]}

Piller, Frank ^{[1
]}

Pollok, Patrick ^{[1
]}

机构：

[1] Rhein Westfal TH Aachen, Sch Business & Econ, TIME Res Area, Templergraben 55, D-52056 Aachen, Germany

[2] Inst Business Cybernet IfU eV, TZA, D-52056 Aachen, Germany

[3] Univ Appl Sci Niederrhein, GEMIT Inst, Richard Wagner Str 140, D-41065 Monchengladbach, Germany

来源：

RESEARCH POLICY | 2024年 / 53卷 / 01期

关键词：

Platform ecosystems; Digital transformation; Value capture; Complementarity; VALUE CREATION; INNOVATION ECOSYSTEMS; CONNECTED PRODUCTS; OWNERS ENTRY; COMPETITION; MARKETS; COMPLEMENTORS; PERFORMANCE; HETEROGENEITY; COORDINATION;

D O I：

10.1016/j.respol.2023.104904

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Platform ecosystems have attracted a lot of attention as a new way of value creation and capture. In a longitudinal multi-case study, we compare the transformation efforts of two incumbents in the agricultural equipment industry between 2012 and 2021. We identify a set of interdependent choices incumbents make to adapt their model of value creation and capture toward a platform ecosystem. Based on an in-depth comparison, we show that incumbents' assessment of the potential of their product business may lead to distinct platform positioning - the platform as an extension of the legacy business (i.e., product-centric), or a product-independent platform. While our results indicate that both can initiate viable pathways for incumbents in their transition, we find that product-independent and product-centric positioning lead to distinct choice patterns and outcomes at the different levels of the emerging platform ecosystem.

引用

页数：18

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