Статті в журналах: "Complementors"

1

Shim, Dongnyok. "Interplay between Platform Providers and Complementors via Affordance, Autonomy, and Super-Modularity: The Empirical Investigation of the Korean Digital Industry." Journal of Theoretical and Applied Electronic Commerce Research 19, no. 2 (April 26, 2024): 975–92. http://dx.doi.org/10.3390/jtaer19020051.

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This study examines the dynamic interplay between platform providers and complementors in the context of digital ecosystems, focusing on the complementary factors of affordance, autonomy, and super-modularity. Using national survey data from the Korean digital industry, the study applied multivariate ordered probit and k-mode clustering models to analyze what determines these factors and how these factors are interrelated from the perspective of platform providers and complementors, respectively. The results indicate that platform providers with open APIs promote affordance, but providing an SDK inhibits affordance. In terms of complementors, choosing a platform providing APIs increases super-modularity. And affordance increases when using the platform for logistics and new product development. In addition, we found that affordance and autonomy have a trade-off relationship from the perspective of both platform providers and complementors. Finally, we classified platforms and complementors into subgroups with respect to affordance, autonomy, and super-modularity using cluster analysis and found that the size of a complementor’s firm, such as revenue and number of employees, influences which platform it chooses. Conversely, the size of a platform provider also influences how much autonomy and collaboration it offers. This study contributes to the understanding of digital platform ecosystems and provides insights for practitioners on how to leverage platform dynamics to enhance competitive advantage.

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2

Li, He, and William J. Kettinger. "The Building Blocks of Software Platforms: Understanding the Past to Forge the Future." Journal of the Association for Information Systems 22, no. 6 (2021): 1524–55. http://dx.doi.org/10.17705/1jais.00706.

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This study takes a review and theory development (RTD) approach to synthesizing the software platform literature, offering theoretical perspective and research guidance. In doing so, we conceptualize platform and complementary capabilities for software platform owners and complementors. The review indicates that three dimensions reflect platform capabilities: intermediarity, generativity, and ambidexterity, while complementary capabilities include creativity, interconnectivity, and appropriability dimensions. We derive an integrative framework of software platforms, which explains (1) how software platform owners and complementors improve performance by enhancing their capabilities, and (2) how software platform owners, complementors, and the ecosystem environment coevolve. We then discuss how future research can build on and enrich the research framework

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3

Shi, Runyu, Aleksi Aaltonen, Ola Henfridsson, and Ram Gopal. "Comparing Platform Owners’ Early and Late Entry into Complementary Markets." MIS Quarterly 47, no. 4 (December 1, 2023): 1727–44. http://dx.doi.org/10.25300/misq/2023/17413.

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Research on platform owners’ entry into complementary markets points in divergent directions. One strand of the literature reports a squeeze on post-entry complementor profits due to increased competition, while another observes positive effects as increased customer attention and innovation benefit the complementary market as a whole. In this research note, we seek to transcend these conflicting views by comparing the effects of the early and late timing of platform owners’ entry. We apply a difference-in-differences design to explore the drivers and effects of the timing of platform owners’ entry using data from three entries that Amazon made into its Alexa voice assistant’s complementary markets. Our findings suggest that early entry is driven by the motivation to boost the overall value creation of the complementary market, whereas late entry is driven by the motivation to capture value already created in a key complementary market. Importantly, our findings suggest that early entry, in contrast to late entry, creates substantial consumer attention that benefits complementors offering specialized functionality. In addition, the findings also suggest that complementors with more experience are more likely to benefit from the increased consumer attention. We contribute to platform research by showing that the timing of the platform owner’s entry matters in a way that can potentially reconcile conflicting findings regarding the consequences of platform owners’ entry into complementary markets.

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4

Cennamo, Carmelo. "Building the Value of Next-Generation Platforms: The Paradox of Diminishing Returns." Journal of Management 44, no. 8 (July 15, 2016): 3038–69. http://dx.doi.org/10.1177/0149206316658350.

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Next-generation technology provides users with new, advanced functionality that often renders the past technology obsolete, opening a window of opportunity for challengers. Major benefits can accrue to technology leaders, but for platform technologies that require complementary innovation from external complementors to create value for users, those benefits are limited by the difficulty of securing complements. The focus of this article is on the value users derive from the variety and quality of platform complements and its impact on leaders’ performance over time relative to followers. The article shows that next-generation platform leaders that build in-house complements and encourage broader participation by external complementors can enhance platform value to users at early market stages. Yet, later on, when the market has taken off, continuing to leverage these strategies will negatively affect the variety and quality of their complements, constraining their growth capacity and performance relative to followers. Leaders may thus lock themselves into suboptimal performance patterns and eventually fall behind their followers. The analysis provided herein offers new insights about what drives platform competition by highlighting the challenges platform leaders face, particularly in the growth stage of a platform’s market evolution, and the critical role played by complement quality in shaping platform competition over time.

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5

Adner, Ron, and Marvin Lieberman. "Disruption Through Complements." Strategy Science 6, no. 1 (March 2021): 91–109. http://dx.doi.org/10.1287/stsc.2021.0125.

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We expand the perspective on disruption by going beyond substitute products to consider the ways in which complements can impact the competitiveness of incumbents. Complementors represent a different kind of disruptive threat, one that is latent within the initial structure of value creation: complementors that disrupt are not new entrants but, rather, established actors that can shift their impact from positive to negative. With this perspective, we consider how ecosystem dynamics can clarify aspects of disruptive competition, and we use the dynamics of disruption to illuminate dimensions of competition in ecosystem settings. We elaborate three processes through which disruption through complements can occur: commoditization, adjacent entry, and value inversion. For each process we discuss specific examples, and we illustrate their interaction in the context of the automotive industry, which is fast evolving in response to technological change. In so doing, the paper fills a critical gap in the literature, which is so far missing a systematic examination of how complementors can disrupt established firms.

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6

Reisinger, Markus, Jens Schmidt, and Nils Stieglitz. "How Complementors Benefit from Taking Competition to the System Level." Management Science 67, no. 8 (August 2021): 5106–23. http://dx.doi.org/10.1287/mnsc.2020.3771.

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In many industries, multiple independent complementors supply the individual components of a system. In this paper, we develop a formal model to examine the tensions and tradeoffs that result when a firm—either one of the complementors or a de novo entrant—takes competition to the system level by launching an integrated offering that combines the multiple components. A complementor who takes competition to the system level becomes a competitor to itself at the system level. As a consequence, the task of maintaining the competitiveness of the multiple-component system rests on the shoulders of the remaining complementor. We show that this allows the integrator to earn additional profits at the expense of the complementor—that is, it can raise the price of its component and thereby squeeze the margin of its complementor. We find that this squeezing effect can be so strong that offering an integrated system is profitable even if the system itself is unprofitable. Interestingly, when analyzing the possibility of entry by a de novo integrator who does not suffer from self-cannibalization, we show that an incumbent complementor may nevertheless have stronger incentives to launch an integrated offering. This is because the incumbent's ability to benefit from squeezing its complementor and earn additional profits on cannibalized sales leads to an entrant's disadvantage when taking competition to the system level. We also discuss defense strategies for complementors to shield themselves against the consequences of integration by their complementor. This paper was accepted by Joshua Gans, business strategy.

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7

Ku, Sang-Wuk, and Dong-Sung Cho. "Platform Strategy: An Empirical Study on the Determinants of Platform Selection of Application Developers." Journal of International Business and Economy 12, no. 1 (July 1, 2011): 123–43. http://dx.doi.org/10.51240/jibe.2011.1.6.

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This paper is to prove empirically that the cooperative business structure and conflict control capability of a platform leader and that the complementarity of a platform will have positive impacts on whether complementors select specific platforms in 245 platform selection examples of 99 application developers. Past research has not been sufficient regarding platform selection, but has been similar to other research on ERP platforms. Therefore, it is very meaningful to make an empirical study on the platform selection of complementors, which has not yet been performed. As a result, it is important for platform leaders to establish their own cooperative business structures and secure the complementarity of their platforms. Therefore, platform leaders should create more transaction opportunities by helping complementors to develop more complements and making business ecosystems grow more and more.

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8

Hukal, Philipp, Ola Henfridsson, Maha Shaikh, and Geoffrey Parker. "Platform Signaling for Generating Platform Content." MIS Quarterly 44, no. 3 (September 1, 2020): 1177–205. http://dx.doi.org/10.25300/misq/2020/15190.

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The generation of platform content is essential for platform growth and competition. However, the overwhelming number of platform complementors makes it impossible for platform operators to engage in extensive communication with each complementor about which content contributions are desired. Therefore, platform operators need to find a way to signal strategic interests to platform complementors. In this paper, we employ a mixed-methods design using data from the geodata platform OpenStreetMap to develop and test two distinct types of platform signals as a means of implementing a platform operator’s strategy: (1) opportunity signals, which aim to stimulate activity in new areas of the platform, and (2) endorsement signals, which aim to increase activity in existing areas of the platform. In particular, we examine how platform signals influence the generation of platform content in terms of the volume and diversity of information on the platform. We contribute important insights to the platform governance literature by developing and empirically testing a signaling perspective on the generation of platform content and discussing its implications for guiding platform complementors in content creation.

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9

Inoue, Yuki. "Winner-Takes-All or Co-Evolution among Platform Ecosystems: A Look at the Competitive and Symbiotic Actions of Complementors." Sustainability 11, no. 3 (January 30, 2019): 726. http://dx.doi.org/10.3390/su11030726.

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Technological platforms such as hardware or systems form platform ecosystems, which are communities orchestrated by platform providers, outside complementors such as software providers, and consumers. Previous studies have suggested that a winner-takes-all situation among platform ecosystems could be induced by interactions between complementors and consumers. However, our observation of the Japanese video game market over the last 30 years indicated that complementors (i.e., software providers) usually seek to avoid winner-takes-all situations and, instead, promote symbiotic situations. Using the Lotka–Volterra equations from biology as a reference, we developed a model to understand the competitive behavior of complementors among platform ecosystems. We used a 19-year (1996–2015) dataset on the Japanese video game market and confirmed that complementors took as many actions to create symbiotic situations as they took to create winner-takes-all situations, if not more. Our results show that such actions by complementors are influenced by several factors of platform ecosystems. This study also suggests that certain complementors that contribute to symbiotic co-existence within a platform ecosystem could emerge as keystone firms/companies. These complementors could contribute to the sustainability of platform-based markets and facilitate the co-existence of multiple platform ecosystems.

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10

van der Geest, Coen, and Joey van Angeren. "Architectural Generativity: Leveraging Complementor Contributions to the Platform Architecture." California Management Review 65, no. 2 (February 2023): 71–92. http://dx.doi.org/10.1177/00081256231159398.

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In the context of platforms, an open architecture is instrumental in enabling innovation by complementors. But as complementors increasingly deplete the innovation opportunities that the platform architecture affords, the platform architecture must evolve to reinvigorate the platform’s generative capacity. This article underscores the role of complementors in the process of platform architecture evolution by introducing the notion of architectural generativity. Architectural generativity involves actively soliciting and selectively incorporating contributions from complementors to help evolve the platform in unforeseen ways. In the case of the Mozilla Firefox web browser platform, complementors contributed new ways to facilitate access to the platform’s technological components and suggested better ways to control the platform and its architecture.

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11

Takakuwa, Kentaro. "Complementors’ Behavior: Cause of Complementors’ Undesirable Product Launch to Multi-sided Markets." Procedia Technology 9 (2013): 74–83. http://dx.doi.org/10.1016/j.protcy.2013.12.008.

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12

LEE, KYOOTAI, and KAILASH JOSHI. "COMPLEMENTORS’ DECISIONS ON PARTNERSHIP RETENTION IN MARKETS WITH NETWORK EXTERNALITIES." International Journal of Innovation Management 24, no. 06 (October 31, 2019): 2050059. http://dx.doi.org/10.1142/s1363919620500590.

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Complementors are likely to review and assess the dynamics of technology platforms in their quest for raising future revenues while attempting to minimize switching costs in their partnership retention decisions. This study aims to investigate the factors that complementors employ in assessing their current partnerships in markets with network externalities. Survey data was collected from the chief-level executives of complementors in software industries. The results show that network size of partner’s technologies and complementors’ technological compatibility positively influence partnership retention. Complementors’ technological lock-in positively moderates the relationship between network size and partnership retention. Technological uncertainty of partner’s technologies negatively moderates the relationship among network size, technological lock-in, and partnership retention. But it positively moderates the relationship among complementors’ technological compatibility, technological lock-in, and partnership retention. While incorporating the aspects of network externality and path dependence in technology development into the inter-firm relationship literature, this study contributes to reconciling the possible opposing explanations of their roles, and adds new insights for understanding relationship stability in uncertain network markets.

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13

Benmeziane, Karim, and Anne Mione. "Standardization Strategies and Their Impact on Partners' Relationships in Complex Product and Systems." International Journal of IT Standards and Standardization Research 12, no. 2 (July 2014): 21–37. http://dx.doi.org/10.4018/ijitsr.2014070102.

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In this contribution, the authors investigate the way partners involved in Complex Products and Systems (CoPS) development manage local standards. In particular, this paper analyses how this management impacts the relations between partners through their roles of leader and complementor within platforms. The results are based on a qualitative case study in the launch vehicle segment of the space sector, especially the development of the Ariane 5 and Vega European space launchers. First, the authors find that standards management reveals the firm's position in a platform as a leader or a complementor. Second, it is shown that standards can be a way for complementors to build new system skills by collaborating with platform leaders. Along with skill building, they allow a firm to challenge the dominant position of the platform leader. Third, the authors show that firms use local standards combined with alliance strategies to manage competitive tensions. Then, the paper discusses literature on standards in CoPS and on leader and complementor's positions within platforms.

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14

Tomiuk, B. J. "Dual complementors on Banach algebras." Proceedings of the American Mathematical Society 103, no. 3 (March 1, 1988): 815. http://dx.doi.org/10.1090/s0002-9939-1988-0947665-8.

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15

Lee, Kyootai, and Kailash Joshi. "Complementors' Decision on Partnership Retention." Academy of Management Proceedings 2015, no. 1 (January 2015): 11326. http://dx.doi.org/10.5465/ambpp.2015.11326abstract.

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16

Daradkeh, Mohammad. "Exploring the Boundaries of Success: A Literature Review and Research Agenda on Resource, Complementary, and Ecological Boundaries in Digital Platform Business Model Innovation." Informatics 10, no. 2 (May 11, 2023): 41. http://dx.doi.org/10.3390/informatics10020041.

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Digital platform business model innovation is a rapidly evolving field, yet the literature on resource, complementary, and ecological boundaries remains limited, leaving a significant gap in our understanding of the factors that shape the success of these platforms. This paper explores the mechanisms by which digital platforms enable business model innovation, a topic of significant theoretical and practical importance that has yet to be fully examined. Through a review of the existing literature and an examination of the connotations of digital platforms, the design of platform boundaries, and the deployment of boundary resources, the study finds that (1) the uncertainty of complementors and complementary products drives business model innovation in digital platforms; (2) the design of resource, complementary, and ecological system boundaries is crucial to digital platform business models and manages complementor and complementary product uncertainty while promoting value co-creation; and (3) boundary resources establish, manage, and sustain cross-border relationships that impact value creation and capture. Based on these findings, four research propositions are proposed to guide future research on digital platform business model innovation and provide insights for effectively innovating business models and influencing value creation and capture.

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17

Rietveld, Joost, David Nieborg, and Joe N. Ploog. "Platform Ecosystem Evolution: Implications for Complementors." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 11669. http://dx.doi.org/10.5465/ambpp.2019.11669abstract.

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18

Noonan, John, and Michael Wallace. "Complementors: fellow travellers in contract manufacture." Supply Chain Management: An International Journal 8, no. 1 (March 2003): 26–31. http://dx.doi.org/10.1108/13598540310463332.

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19

Rietveld, Joost, Robert Seamans, and Katia Meggiorin. "Market Orchestrators: The Effects of Certification on Platforms and Their Complementors." Strategy Science 6, no. 3 (September 2021): 244–64. http://dx.doi.org/10.1287/stsc.2021.0135.

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We study how a multisided platform’s decision to certify a subset of its complementors affects those complementors and ultimately the platform itself. Kiva, a microfinance platform, introduced a social performance badging program in December 2011. The badging program appears to have been beneficial to Kiva—it led to more borrowers, lenders, total funding, and amount of funding per lender. To better understand the mechanisms behind this performance increase, we study how the badging program changed the bundle of products offered by Kiva’s complementors. We find that Kiva’s certification leads badged microfinance institutions to reorient their loan portfolio composition to align with the certification and that the extent of portfolio reorientation varies across microfinance institutions, depending on underlying demand- and supply-side factors. We further show that certified microfinance institutions that do align their loan portfolios enjoy stronger demand-side benefits than do certified microfinance institutions that do not align their loan portfolios. We therefore demonstrate that platforms can influence the product offerings and performance of their complementors—and, subsequently, the performance of the ecosystem overall—through careful enactment of governance strategies, a process we call “market orchestration.”

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20

Zhao, Huiyan, Haijun Wang, Shutong Jin, and Zitong He. "Evolutionary Game and Simulation Analysis of Collaborative Innovation Mechanisms of Industrial Internet Platform-Based Ecosystem." Sustainability 15, no. 6 (March 9, 2023): 4884. http://dx.doi.org/10.3390/su15064884.

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Digital platforms are transforming almost every industry today. To gain insight into the innovation mechanism of the industrial Internet platform-based ecosystem, combining its nature of sustainability, this paper investigates strategic factors, such as the intensity of platform governance, the eco-efficiency of cooperation, and the input costs of complementors. A platform ecological system game model comprised of the industrial Internet platform enterprise, industry chain complementors, and innovation chain complementors is then established. The results of game playing and simulation highlight four important facts as revealed by a Chinese COSMOPlat case. First, there are four evolutionary paths for collaborative relations among innovation entities in an ecosystem. Second, platform enterprise may utilize various strategies in the several stages of ecosystem evolution. Third, complementors in the industrial chain and innovation chain have different degrees of dependence on platform enterprise and distinct incentive factors. Finally, investment of platform enterprise in data security drives the construction and upgrading of the ecosystem. In this context, collaborative innovation in platform ecosystems is associated with a self-evolving, self-growing, self-driven, and sustainable cooperation and win–win mechanism. This study provides new ideas for the governance of the industrial Internet platform-based ecosystem.

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21

Chen, Yujiang, Xingkun Liang, and Xianwei Shi. "Ecosystem governance: How focal firms manage complementors?" Academy of Management Proceedings 2021, no. 1 (August 2021): 16035. http://dx.doi.org/10.5465/ambpp.2021.16035abstract.

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22

Mohamed, Fatma, and Ahmad Hassan. "COMPLEMENTORS� TIE STRENGTH AND FIRMS� INNOVATION AND PERFORMANCE." Review of Business Research 18, no. 2 (October 1, 2018): 25–34. http://dx.doi.org/10.18374/rbr-18-2.4.

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23

Baron, J., and T. Pohlmann. "WHO COOPERATES IN STANDARDS CONSORTIA--RIVALS OR COMPLEMENTORS?" Journal of Competition Law and Economics 9, no. 4 (November 13, 2013): 905–29. http://dx.doi.org/10.1093/joclec/nht034.

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24

Rietveld, Joost, and J. P. Eggers. "Demand Heterogeneity in Platform Markets: Implications for Complementors." Organization Science 29, no. 2 (April 2018): 304–22. http://dx.doi.org/10.1287/orsc.2017.1183.

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25

Zhu, Feng, and Qihong Liu. "Competing with Complementors: An Empirical Look at Amazon.com." Academy of Management Proceedings 2015, no. 1 (January 2015): 15468. http://dx.doi.org/10.5465/ambpp.2015.15468abstract.

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26

Boudreau, Kevin J., and Lars B. Jeppesen. "Unpaid crowd complementors: The platform network effect mirage." Strategic Management Journal 36, no. 12 (October 7, 2014): 1761–77. http://dx.doi.org/10.1002/smj.2324.

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27

Zhu, Feng, and Qihong Liu. "Competing with complementors: An empirical look at Amazon.com." Strategic Management Journal 39, no. 10 (August 28, 2018): 2618–42. http://dx.doi.org/10.1002/smj.2932.

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28

Mohamed, Mahmoud, Petri Ahokangas, and Minna Pikkarainen. "Complementors’ coopetition-based business models in multiplatform ecosystems." Journal of Business Models 11, no. 1 (May 25, 2023): 68–77. http://dx.doi.org/10.54337/jbm.v11i1.7199.

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Multi-platform ecosystems (MPEs) are comprised of multiple platforms integrated to create and capture value together. The collective value creation and capture within MPEs gives rise to coopetion, which impacts the business model configurations for both incumbents and entrants that provide complementary offerings. Previous platform research has predominantly focused on incumbent platforms. This research focuses on the question of how entrant platforms configure their business models to endorse coopetition with incumbents in the MPEs within the healthcare sector. Our findings indicate that entrant platforms configure their business models to integrate into MPEs and need to flexibly align with the complementarity requirements set by the incumbents, combine inter- and intra-platform collaborative dynamics in their business models, and build on coopetition with incumbents.

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Winter, Juha, Sandro Battisti, Thommie Burström, and Sakari Luukkainen. "Exploring the Success Factors of Mobile Business Ecosystems." International Journal of Innovation and Technology Management 15, no. 03 (May 14, 2018): 1850026. http://dx.doi.org/10.1142/s0219877018500268.

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Mobile business ecosystems are based on product innovations and complements created on platforms facilitating transactions between groups of users in a multi-sided market. The purpose of this research is to present a model of success factors (SF) of mobile ecosystems. This research establishes an empirical framework based on the Android ecosystem, which has been analyzed in-depth on firm and ecosystem level, identifying 16 success factors. The main theoretical contribution is a model that identifies SF of platforms, which are related to the identification of the role of users and complementors in increasing innovation success. The model advances research in innovation platforms.

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30

Tang, Fangcheng, and Zeqiang Qian. "Leveraging interdependencies among platform and complementors in innovation ecosystem." PLOS ONE 15, no. 10 (October 5, 2020): e0239972. http://dx.doi.org/10.1371/journal.pone.0239972.

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31

Kang, Hye Young, and Fernando Suarez. "Untangling Product Complexity on Digital Platforms: Implications for Platform Complementors." Academy of Management Proceedings 2020, no. 1 (August 2020): 12160. http://dx.doi.org/10.5465/ambpp.2020.12160abstract.

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32

Hilbolling, Susan, Hans Berends, Fleur Deken, and Philipp Tuertscher. "Complementors as connectors: managing open innovation around digital product platforms." R&D Management 50, no. 1 (April 22, 2019): 18–30. http://dx.doi.org/10.1111/radm.12371.

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33

Zhu, Feng. "Friends or foes? Examining platform owners’ entry into complementors’ spaces." Journal of Economics & Management Strategy 28, no. 1 (December 29, 2018): 23–28. http://dx.doi.org/10.1111/jems.12303.

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34

Mantovani, Andrea, and Francisco Ruiz-Aliseda. "Equilibrium Innovation Ecosystems: The Dark Side of Collaborating with Complementors." Management Science 62, no. 2 (February 2016): 534–49. http://dx.doi.org/10.1287/mnsc.2014.2140.

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35

Chelbi, Olfa, Thierry Rayna, and Antoine Souchaud. "The Creation Of Ecosystems as a Mean for Business Model Adaptation." Journal of Business Models 10, no. 1 (July 11, 2022): 19–29. http://dx.doi.org/10.54337/jbm.v10i1.6804.

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The business model concept and the concept of coopetition have been the focus of substantial attention for the past twenty years. However, current research is still short on explaining how both concepts relate to each other. This paper provides a first integration of the two concepts by trying to operationalize the process of business model adaptation in the context of coopetitive settings involving small and young firms. The paper uncovers four roles played by FinTech startups in the ecosystem created by the incumbent bank: the role of a supplier, client, complementor, and coopetitor. In the case of Fintech startups positioned as suppliers, clients and complementors we show an impact on the two dimensions of value creation and value captures. With respect to FinTech companiespositioned as coopetitors, early findings show the impact of such settings on the value delivery dimension.

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36

Jacobides, Michael G., and Ioannis Lianos. "Ecosystems and competition law in theory and practice." Industrial and Corporate Change 30, no. 5 (October 1, 2021): 1199–229. http://dx.doi.org/10.1093/icc/dtab061.

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Abstract One of the most profound changes in the industrial landscape in the last decade has been the growth of business ecosystems—groups of connected firms, drawing on (digital) platforms that leverage their complementors and lock in their customers, exploiting the “bottlenecks” that emerge in new industry architectures. This has created new asymmetries of power, where the “field” of competition is not the relevant product market, as is usually the case in competition law, but rather the ecosystem of various complementary products and associated complementor firms. These dynamics raise novel concerns over competition. After examining the foundational elements of the ecosystem concept, we review how ecosystems are addressed within the current scope of competition law and identify the gap in the existing framework of conventional competition law. We then move to a critical review of current efforts and proposals in the European Union for providing regulatory remedies for ex ante and ex post resolution of problems, focusing on the current (2020) proposals of the Digital Market Act on ex ante regulation, with its particular focus on “gatekeepers.” We also review recent regulatory initiatives in European countries that focus on ex post regulation and on the role of business models and ecosystem architectures in regulation before providing a deep dive into proposed Greek legislation that explicitly focuses on ecosystem regulation. We conclude with our observations on the challenges in instituting and implementing a regulatory framework for ecosystems, drawing on research and our own engagement in the regulatory process.

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Miron, Elena-Teodora, Anca Purcarea, and Olivia Negoita. "Modelling Perceived Risks Associated to the Entry of Complementors’ in Platform Enterprises: A Case Study." Sustainability 10, no. 9 (September 13, 2018): 3272. http://dx.doi.org/10.3390/su10093272.

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Third-party innovators, i.e., complementors, in platform enterprises develop and commercialize add-on products which are one of the main attraction points for customers. To ensure a sustainable evolution of the enterprise, the platform owner needs to attract and retain high-quality third-party innovators. We posit that the transaction costs incurred upon joining the enterprise as well as the controls imposed by the platform owner throughout the development and commercialization process shape the innovator’s perceived risk and influence his decision on whether to join or not. Based on a literature review, the paper at hand proposes a conceptual model for complementors to assess their perceived risk and subsequently evaluates the model in a case study of a platform enterprise for IT-based modelling tools. While some of the propositions are validated, i.e., that informational controls decrease the perceived environmental uncertainty and implicitly the perceived risks, other propositions, such as the fact that asset specificity is a deterrent to entering the platform enterprise could not be validated. Further case studies are necessary to provide a conclusive proof of the proposed model.

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38

Shi, Xianwei, Xingkun Liang, Xiaolin Shao, and Yongjiang Shi. "Innovation Ecosystem Governance: a Typology of Generic Strategies for Managing Complementors." Academy of Management Proceedings 2016, no. 1 (January 2016): 11918. http://dx.doi.org/10.5465/ambpp.2016.11918abstract.

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39

Baldwin, Carliss, Hakan Ozalp, and Bilgehan Uzunca. "Heterogeneity in exchange platforms: Drivers of complementors’ behavior and platform’s performance." Academy of Management Proceedings 2021, no. 1 (August 2021): 15096. http://dx.doi.org/10.5465/ambpp.2021.15096symposium.

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Polidoro, Francisco, and Wei Yang. "Porting learning from interdependencies back home: Performance implications of multihoming for complementors in platform ecosystems." Strategic Management Journal, April 2024. http://dx.doi.org/10.1002/smj.3601.

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AbstractResearch SummaryRecognizing the role of complementors in creating value in interdependent platform ecosystems, strategy research has recently started to examine performance heterogeneity across complementors. However, research has thus far focused on the performance implications of dynamics unfolding within a particular ecosystem. We take a step toward exploring influences that arise beyond the focal ecosystem by focusing conceptually on multihoming. We argue that multihoming to another platform produces learning benefits that enhance a complementor's performance on the home platform, especially when dealing with a high level of interdependencies and having greater similarity to other complements. We find supportive evidence in our analysis of open‐source software platforms between 2012 and 2018 and discuss implications for research on platform ecosystems, multihoming, and open‐source software.Managerial SummaryPrior studies viewed multihoming as an important strategy for complementors in platform ecosystems. However, little is known about the extent to which such expansion affects the performance of complementors on their home platforms. This study investigates this issue using data on software package complementors in a variety of platforms housed in GitHub, the world's largest repository of open‐source software. The findings show that following multihoming, a complementor experiences a performance improvement in the home platform even when compared to the performance change observed during the same period for another complementor with similar attributes but that remains in single‐homing. These findings underscore the strategic implications of multihoming as a significant driver of performance heterogeneity across complementors in platform ecosystems.

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Kude, Thomas, and Thomas L. Huber. "Responding to platform owner moves: A 14‐year qualitative study of four enterprise software complementors." Information Systems Journal, June 25, 2024. http://dx.doi.org/10.1111/isj.12527.

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AbstractIntegrating the competition and the cooperation perspectives on value co‐creation in platform ecosystems, this study explores complementor responses to platform owner moves that adversely affect the complementor's positioning. Our primary focus is to discern dynamic patterns of complementor responses and to understand their role in the process of re‐stabilising the complementor's positioning. To this end, we conducted a 14‐year longitudinal study, analysing 21 move‐response instances across four platform partnerships. Our findings reveal three distinct complementor response archetypes: insist, pivot, and detach. Over time, complementors combine these archetypes into three unique response patterns. Through progressive diverging, complementors sidestep platform owner moves by diversifying their offer beyond the focal ecosystem. Although this can entail substantial multi‐homing costs, it reduces dependence on the platform owner and bolsters resilience against future moves. Through adaptive oscillating, complementors use platform owner moves as opportunities to gradually diversify their offer within the focal ecosystem. This stepwise market expansion makes them resilient against future moves, while mitigating costs and efforts related to multi‐homing. Through persistent insisting, complementors can re‐establish their previous positioning, but at the cost of increased dependence on the platform owner, leaving the complementor vulnerable to future moves. We synthesise these findings in our process model of complementor positioning. Emphasising the importance of complementor responses in fostering resilient software ecosystems, this model bears important implications for research on platform governance and platform‐dependent entrepreneurship.

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Kang, Hye Young, and Stine Grodal. "How optimal distinctiveness shapes platform complementors' adoption of boundary resources." Strategic Entrepreneurship Journal, March 26, 2024. http://dx.doi.org/10.1002/sej.1501.

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AbstractResearch SummaryWhat drives platform complementors to adopt boundary resources? We address this question by drawing on optimal distinctiveness. We suggest that competitors' adoption of a platform boundary resource on the one hand increases the legitimacy of the resource, but on the other hand decreases a focal complementor's ability to differentiate by adopting it. We therefore hypothesize an inverted U‐shaped relationship between prior and future adoption of a platform boundary resource. In a dataset of health and fitness apps on the Apple iOS platform and through three online experiments, we find support for this relationship and for the existence of two important complementor‐specific contingencies that moderate this relationship. This paper expands our understanding of how optimal distinctiveness drives the dynamics of platform‐mediated markets.Managerial SummaryIn platform markets, complementors face a dilemma: which of the available platform boundary resources should they adopt? We show that a focal complementor's decision to adopt a boundary resource is the result of a strategic trade‐off between the desire to be both legitimate and to be differentiated from competitors. The result is that initially many complementors adopt the boundary resource and it becomes viewed as increasingly attractive by other platform complementors. However, over time as many complementors have adopted the boundary resource, the remaining complementors begin to shy away from adopting it because they worry that doing so might hurt their ability to be differentiated on the platform. These results are shaped by the complementors' performance and how dedicated they are to the platform.

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Raj, Manav. "More is (sometimes) merrier: Heterogeneity in demand spillovers and competition on a digital platform." Strategic Management Journal, July 25, 2024. http://dx.doi.org/10.1002/smj.3647.

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AbstractResearch SummaryPlatforms create value by connecting users to complementors offering goods or services. Complementors compete on platforms but may also benefit each other by drawing demand to the platform, which may then “spillover” from one complementor to another. This tension raises the question: When are relationships between complementors competitive versus complementary? To help address this question, I apply theory on agglomeration‐driven demand spillovers to examine when on‐platform demand spillovers created by peer product launch are larger versus smaller. Studying the Spotify platform, I find spillovers are larger, and peer album release more beneficial to an artist, when the peer stimulates greater demand expansion, platform‐mediated inter‐complementor proximity is higher, and the artist benefits more from consumer learning. Findings extend literature on on‐platform competition and inform complementor strategy.Managerial SummaryOn digital platforms, complementor product launch may hurt peer performance by causing substitution or may benefit peer performance by drawing demand to the platform which may then “spillover” from the complementor to a peer. Studying the Spotify platform, I examine when such spillovers are larger versus smaller, shedding light on when peer product launch is beneficial versus detrimental for complementors competing on digital platforms. On Spotify, demand spillovers are larger, and peer album release more beneficial to an artist, when peer album release draws listeners to the platform, Spotify recommendations connect the artist to the peer, and the artist reaches new or unfamiliar listeners. The findings suggest that, on platforms featuring demand spillovers, complementors can take strategic actions to leverage spillovers and improve performance.

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Jäckli, Urs, and Claude Meier. "Tourism ecosystem management: The role of trust and procedural justice." Tourism and Hospitality Research, January 23, 2024. http://dx.doi.org/10.1177/14673584241229644.

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Ecosystem theory is becoming more prevalent in tourism as a powerful concept to explain value creation at tourism destinations, especially in developing countries. However, for well-established destinations collective action, which is a prerequisite for successful ecosystem operation, is difficult to ignite. This phenomenon can especially be observed at community-based destinations in structurally well-developed countries like Switzerland that consist of a large number of independent actors whose offerings are complementary. Together, these independent actors (henceforth called complementors) form the tourism product which is greater than the sum of its parts provided that the complementors collaborate. This study investigates if the active integration of ecosystem complementors by the destination management organization (DMO) fosters complementors’ trust towards the DMO. This is important as trust is the functional prerequisite for effective collaboration. Further, we analyze whether this effect is amplified by high levels of procedural fairness. The results show that the systematic integration of complementors positively influences complementors’ trust towards the DMO. Also, if integration processes are executed in the context of high procedural justice trust levels are further enhanced. Thus, systematic complementor integration can be a crucial and efficient step towards a functioning ecosystem at community-based destinations. The results inform DMO practitioners as well as scholars about the dynamics of successful ecosystem operation at tourism destination management.

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45

Engert, Martin, Julia Evers, Andreas Hein, and Helmut Krcmar. "The Engagement of Complementors and the Role of Platform Boundary Resources in e-Commerce Platform Ecosystems." Information Systems Frontiers, January 3, 2022. http://dx.doi.org/10.1007/s10796-021-10236-3.

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AbstractThe success of digital platforms can be attributed to the engagement of autonomous complementors as exemplified by e-commerce Content Management System (CMS) platforms such as WordPress and Shopify. Platform owners provide Platform Boundary Resources (PBRs) to stimulate and control complementor engagement. Despite the increasing scholarly interest in digital platform ecosystems, their exact role in facilitating and channeling complementor engagement remains unclear. Therefore, we conducted an embedded case study on CMS platform ecosystems, comprising a total of 24 interviews with platform owners and complementors. We inductively derive five types of complementor engagement and their respective manifestations and two overarching engagement goals of complementors. Moreover, we determine the different types of PBRs utilized, including their critical effects, and distinguish between uniform and individual PBRs reflecting their respective generalizability and scalability. We discuss the findings by introducing the concepts of complementor resourcing and complementor securing and shed light on the standardization-individualization tension of PBRs faced by platform owners.

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46

Chen, Liang, Jingtao Yi, Sali Li, and Tony W. Tong. "Platform Governance Design in Platform Ecosystems: Implications for Complementors’ Multihoming Decision." Journal of Management, March 5, 2021, 014920632098833. http://dx.doi.org/10.1177/0149206320988337.

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Extant platform research focuses on how platform owners’ governance behaviors directly affect complementors. This study explicates the multilateral interdependence among different groups of producers within a platform ecosystem. We theorize about how platform owners’ governance design may create frictions between platform providers and complementors. While open governance grants greater autonomy to platform providers, it also cultivates a more complex ecosystem for complementors. Since ecosystem complexity raises the cost of product customization, complementors will be less willing to port an existing complement to a more complex ecosystem, that is, less likely to multihome. The negative effect is weakened as the complementor has greater experience with the destination ecosystem or when the complement exhibits a greater level of modularity. Our analysis of newly launched apps in Apple’s iOS and Google’s Android smartphone ecosystems finds supportive evidence. We discuss implications for the burgeoning literature on platform ecosystems and complementors.

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47

Pei, Lijuan. "Winner-takes-all or competitive coexistence? Research on the co-opetition relationships between platform owners and complementors." Chinese Management Studies, February 6, 2024. http://dx.doi.org/10.1108/cms-03-2023-0102.

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Purpose The purpose of this study is to explore the coopetition relationships between platform owners and complementors in complementary product markets. Drawing on the coopetition theory, the authors examined the evolutionary trends of the coopetition relationships between platform owners and complementors and explore the main influence factors. Design/methodology/approach The authors used Lotka–Volterra model to analyze the coopetition relationship between platform owners and complementors, including the evolutionary trends as well as the results. Considering the feasibility of sample data collection, simulation is used to verify the effects of different factors on the evolution of coopetition relationships. Findings The results show that there are four possible results of the competition in the complementary products market. That comprises “winner-take-all for platform owners,” “winner-take-all for complementors,” “stable competitive coexistence” and “unstable competitive coexistence,” where “stable competitive coexistence” is the optimal evolutionary state. Moreover, the results of competitive evolution are determined by innovation subjects’ interaction parameters. However, the natural growth rate, the initial market benefits of the two innovators and the overall benefits of the complementary product markets influence the time to reach a steady state. Originality/value The study provides new insights into the entry of platform owners into complementary markets, and the findings highlight the fact that in complementary product markets, platform owners and complementors should seek “competitive coexistence” rather than “winner-takes-all.” Moreover, the authors also enrich the coopetition theory by revealing the core factors that influence the evolution of coopetition relationships, which further enhance the analysis of the evolutionary process of coopetition relationships.

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Lindgren, Rikard, Fatemeh Saadatmand, and Ulrike Schultze. "Compatibility promotion for standard development within shared platforms: A rising tide does not lift all boats." Electronic Markets 33, no. 1 (May 19, 2023). http://dx.doi.org/10.1007/s12525-023-00642-7.

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AbstractSelective promotion entails the exploitation of resources offered by individual complementors to improve a proprietary platform’s competitive position. However, as governance decisions to endorse a particular complementor are made unilaterally, such promotion is less suitable for shared platforms that are ultimately owned and managed by an ecosystem of heterogeneous, autonomous complementors. We explore compatibility promotion, which involves screening a shared stock of infrastructural resources and making a choice as to which complementor to promote in light of the capabilities the platform seeks to develop. Based on a longitudinal study of a shared platform that evolved around a new technology standard in the Swedish road haulage industry, we explicate how elevating one complementor over others unsettled the governance of the platform and denied the promoted complementors the opportunity to generate the kind of value that their elevated status implicitly promised. This made the platform better off at the expense of the promoted complementor. Our surprising insight lets us theorize why compatibility promotion in shared platforms renders outcomes opposite to those of selective promotion in proprietary platforms.

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Yan, Enhui, Jianlin Wu, and Jibao Gu. "Marketing capability, technology capability and complementor performance: the mediating role of platform network centrality." Chinese Management Studies, April 10, 2024. http://dx.doi.org/10.1108/cms-09-2022-0309.

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Purpose The purpose of this paper is to investigate how complementors’ marketing capability and technology capability affect their performance. Drawing on social capital theory, the authors examine platform network centrality as a mediator and platform reputation as a moderator of the relationships between these two capabilities and complementor performance. Design/methodology/approach This study collects data by questionnaire from 154 Chinese firms adopting e-commerce platforms. Hierarchical multiple regression is used to test the hypotheses of this study. Findings This study finds that complementors’ marketing capability and technology capability positively affect performance by increasing their platform network centrality. Moreover, platform reputation positively moderates the relationship between platform network centrality and complementor performance, and it strengthens the mediating role of platform network centrality. Originality/value This paper emphasizes the critical role of marketing capability and technology capability on complementor performance. It explores the improvement path of complementor performance from the perspective of network position, which is a key element for complementors to effectively leverage their capabilities to build competitive advantage.

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Gastaldi, Luca, Francesco Paolo Appio, Daniel Trabucchi, Tommaso Buganza, and Mariano Corso. "From mutualism to commensalism: Assessing the evolving relationship between complementors and digital platforms." Information Systems Journal, December 7, 2023. http://dx.doi.org/10.1111/isj.12491.

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AbstractDigital platforms are increasingly dominating markets by bringing together two or more groups of users and facilitating the exchange of value between them. Although several significant issues concerning the dynamics of digital platforms have been addressed, much of the research effort has focused on the platform owner. On the other hand, research on complementors neither takes into account the individual level nor clearly shows what an individual complementor can do to benefit from platform participation. By studying the evolving relationship between YouTube and its ecosystem of complementors (content creators), we shed light on the strategies that complementors use to progressively avoid but still benefit from platform governance. We find that content creators are, first, in a mutual relationship with the YouTube platform, benefiting from direct monetization. Then, they shift to commensalism as the relationship evolves, allowing them to avoid YouTube's governance and take advantage of multi‐homing. Our findings illuminate the effects of platform governance, particularly how it shapes the actions of complementors.

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