Scholars have focused on platform strategies for a long time, moving from a product perspective to an industry-wide one. In particular, the decision to open the platform to external complementors has been studied through the perspective of platform leadership. The digital age is now moving from a closed approach versus an open approach. Is being a platform leader still imperative or is participating in a network of existing platforms still a suitable strategy as well? What kind of collaborations within an ecosystem leads to better performances? Leveraging social network analysis is performed within the network formed by mobile apps in the Health and Fitness category; this research shows how the decision of being (or not) a platform provider has an impact on the performances, but the position within the network mediates this impact. Based on the results obtained, research and managerial implications can be established.
|Titolo:||Platform strategies: how the position in the network drives success|
|Data di pubblicazione:||2019|
|Appare nelle tipologie:||01.1 Articolo in Rivista|
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|TASM_Clean_Submission_Main_Document_POSTPRINT.pdf||Post-print||Accesso aperto dal 10/01/2021|