How do Digital Platforms Organize Immaturity: Towards an Integrative Framework for Platform Power

The power of digital platforms is increasingly raising concern in civil society and in policy circles. A recent surge of research has separately documented various forms of platform power and power abuse. However, there are surprisingly scant attempts in providing a holistic perspective on platform power. We address this issue by developing a socio-symbolic perspective on platforms’ power dynamics, and by asking the guiding question of how platforms organize immaturity. Drawing on Bourdieu’s concepts of field, capitals, and habitus, we explain how socio-symbolic structures shape power relations and transform the field in which platforms operate. We characterize the digital habitus and identify three stages in field transformation, each explained by the predominance of specific forms of power. Our analysis derives that while a subset of these forms of power increase organized immaturity, another subset can also empower the field’s actors. Thus, we make two main contributions: (1) We develop a novel socio-symbolic view of platforms’ power dynamics and an integrative framework conceptualizing the multifaceted dimension of platform power. (2) We exploit and enrich the concept of organized immaturity

Externalities and complementarities in platforms and ecosystems: From structural solutions to endogenous failures

Platforms and ecosystems provide structures for constellations of economic actors to engage and interact as they seek to create and capture value. We consider how the constructs of platforms and ecosystems relate and explore why they have become more ubiquitous by focusing on the nature of their value-add. We propose that they emerge as a response to distinct market failures, which we identify, and we explain which specific externalities they help overcome. We also identify post-hoc endogenous functional and distributional failures that platforms and ecosystems, in turn, generate. We discuss implications for theory and practice

ESAO: A holistic Ecosystem-Driven Analysis Model

The growing importance of software ecosystems and open innovation requires that companies become more intentional about aligning their internal strategy, architecture and organizing efforts with the ecosystem that the company is part of. Few models exist that facilitate analysis and improvement of this alignment. In this paper, we present the ESAO model and describe its six main components. Organizations and researchers can use the model to analyze the alignment between the different parts of their business, technologies and ways of working, internally and in the ecosystem. The model is illustrated and validated through the use of three case studies

Joint actions with large partners and small-firm ambidexterity in asymmetric alliances:The mediating role of relational identification

This study investigates the role of relational identification in the relation between joint actions and small-firm ambidexterity in asymmetric alliances. Using survey data on Chinese high-technology firms, we find that joint problem-solving and joint sensemaking are both positively associated with small firm's relational identification. We also find a positive relationship between small firm's relational identification and knowledge exploration and exploitation. More importantly, we show that relational identification mediates the relationships between joint actions (i.e., joint problem-solving and joint sensemaking) and small-firm ambidexterity, except for the relationship between joint sensemaking and small-firm knowledge exploitation. This study advances our understanding of the association between joint actions and ambidexterity by providing a social identification explanation

How Digital Platforms Organize Immaturity: A Socio-Symbolic Framework of Platform Power

The power of the digital platforms and the increasing scope of their control over individuals and institutions have begun to generate societal concern. However, the ways in which digital platforms exercise power and organize immaturity—defined as the erosion of the individual’s capacity for public use of reason—have not yet been theorized sufficiently. Drawing on Bourdieu’s concepts of field, capitals, and habitus, we take a socio-symbolic perspective on platforms’ power dynamics, characterizing the digital habitus and identifying specific forms of platform power and counter-power accumulation. We make two main contributions. First, we expand the concept of organized immaturity by adopting a sociological perspective, from which we develop a novel socio-symbolic view of platforms’ power dynamics. Our frame-work explains fundamental aspects of immaturity, such as self-infliction and emergence. Sec-ond, we contribute to the platform literature by developing a three-phase model of platform power dynamics over time

Investigating the mix of strategic choices and performance of transaction platforms: Evidence from the crowdfunding setting

Research Summary: The platform literature offers keen insights on the pricing and non-pricing strategies that transaction platforms undertake. We supplement this work by studying how platforms mix together their strategic choices and the association with platforms’ performance. To that end, we focus on crowdfunding platforms; a prominent setting of transaction platforms. We present an inductive large-N study of the population of 788 crowdfunding platforms that operated in EU-15 countries up to 2018. Our contribution is threefold: (a) identifying common mixes of strategic choices; (b) tracking deviations from these mixes; and (c) associating these with platforms’ survival and growth. We discuss our findings and how they advance knowledge at the intersection of the platform and strategic management literatures. Managerial Summary: Notable transaction-platforms such as eBay, LinkedIn, and Tencent have an aggregate market-value in the hundreds of billions of dollars. We know that platforms’ success is driven by the strategic choices they undertake. Yet, we know less about how they mix together these choices and the association with platforms’ performance. Our study addresses this gap by focusing on a prominent setting: crowdfunding. Using data on the population of 788 crowdfunding platforms in EU-15 countries, we show that these platforms cluster around three common mixes of strategic choices. Moreover, crowdfunding platforms do not strictly adhere to the strategy mix they are affiliated with. Interestingly, there is a positive association between the degree to which a platform's choices differentiate from its strategy mix and platform's subsequent performance

Fools gold? Developer dilemmas in a closed mobile application market platform

In this paper, we outline some potential conflicts that platform owners and software developers face in mobile application markets. Our arguments are based on comments captured in specialized online discussion forums, in which developers gather to share knowledge and experiences. The key findings indicate conflicts of interests, including 1) intra-platform competition, 2) discriminative promotion, 3) entry prevention, 4) restricted monetization, 5) restricted knowledge sharing, 6) substitution, and 7) strategic technology selection. Opportunistic platform owners may use their power to discriminate between third-part software developers. However, there are also potential strategic solutions that developers can apply; for example diversification (multi-homing), syndication and brand building.Comment: Presented at the 15th International Conference on Electronic Commerce, ICEC 2013, Turku, Finland, August 13-15, 201

Mutualism and the dynamics of new platform creation: a study of Cisco and Fog computing

How firms respond to the emergence of dominant platforms that undermine their competitiveness remains a strategic puzzle. Our longitudinal study shows how one incumbent, Cisco, responded to such a challenge by creating a new platform, Fog, without undermining the dominant platform, Cloud, where it played a complementor role. By developing a process model we reveal how a firm in a peripheral role in a platform ecosystem can reposition itself through a dynamic mix of material, symbolic and institutional actions to develop and legitimize an alternative platform. This can be done first through symbiosis with the dominant platform, then partial competition with it. We theorize the value of a mutualistic “rising tide lifts all boats” strategy in contrast to hostile “winner takes all” approache