Platform strategies: how the position in the network drives success

ABSTRACT

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.

KEYWORDS:

• Platform strategies
• ecosystem
• social network analysis
• coopetition

Acknowledgements

The authors would like to acknowledge Valeria Gallina, who provided a valuable contribution in early stages of this research.

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes on contributors

Elena Pellizzoni is Assistant Professor at the School of Management of Politecnico di Milano where she serves as a researcher of LEADIN’Lab, the Laboratory for Leadership, Design and Innovation. Her research interests are focused in innovation Management. In particular, she has been working on self-engagement innovation activity such as innovation contests, calls for ideas, and idea management systems. She is also focused on mechanisms of value creation and appropriation in mobile apps and the role of the interplay between technology and meaning in high-tech industries.

Daniel Trabucchi is a PhD Candidate at the School of Management of Politecnico di Milano, where he serves as a researcher of LEADIN’Lab, the Laboratory for Leadership, Design and Innovation. His research interests are focused in Innovation Management. In particular, he has been working on the impact of digital technologies and big data on Two-sided platforms, moreover he focuses on innovation strategy based on the interplay between technology and meaning. His research has been published in peer-reviewed journals such as Research-Technology Management, Creativity and Innovation Management and European Journal of Innovation Management; he is also a reviewer for many of these journals.

Tommaso Buganza is Associate Professor of Leadership and Innovation at the School of Management of Politecnico di Milano where he also is co-founder of LEADIN'Lab, the Laboratory for Leadership, Design and Innovation. He is lecturer in Innovation Management and Project Management, responsible for the Project Management Academy and coordinator of the innovation and training area at MIP (Politecnico di Milano Graduate School of Business). He is a member of the scientific committee of the International Product Development Management Conference EIASM-IPDMC. His research activity explores the intersection between technological innovation and leadership and has been published in peer-reviewed journals such as Journal of Product Innovation Management, International Journal of Project Management, International Journal of Innovation Management, European Journal of Innovation Management, and Creativity and Innovation Management, and in a number of books; he is also a reviewer for many of these journals.

ORCID

Elena Pellizzoni http://orcid.org/0000-0002-5016-4084

Daniel Trabucchi http://orcid.org/0000-0003-1290-8043

Tommaso Buganza http://orcid.org/0000-0002-8170-9016