Options
Ambidextrous Digital Platforms: Balancing Control And Emergence
Type
fundamental research project
Start Date
01 August 2019
End Date
31 July 2022
Status
completed
Keywords
Digital platforms
business ecosystems
ambidexterity
complex adaptive systems
control
emergence
Description
A digital platform (e.g. Facebook) is a stable technical core that can be augmented by third-parties (e.g. game developers on Facebook platform) to provide their primarily digital services. Digital platforms are subject to a delicate tension between maintaining control (to ensure stability of the technical core) and simultaneously stimulating generativity and emergence (to attract as many third-parties as possible). While pure control makes adaptation difficult, pure emergence comes at the cost of experimentation without gaining associated benefits. This study goes beyond such an either-or approach to theorize the balance between control and emergence in ambidextrous digital platforms. With aim of developing both descriptive and prescriptive theories and drawing on both organizational ambidexterity and complex adaptive systems as theoretical lenses, we expect to provide a thorough description of the dynamics, determinants, and design configurations through which platform owners simultaneously manage and legitimate a balanced co-existence of top-down control and bottom-up emergence.
Leader contributor(s)
Member contributor(s)
Funder(s)
Method(s)
Qualitative
Quantitative
and Design Science Research
Division(s)
Eprints ID
247758
12 results
Now showing
1 - 10 of 12
-
PublicationPLATFORM OVER MARKET – WHEN IS JOINING A PLATFORM BENEFICIAL?( 2021)
;Tanriverdi, HüseyinFirms struggle to meet dynamically changing customers’ needs. One challenge is to navigate a complex search space to find resources needed for innovations that meet customers’ needs. Another challenge is to acquire the resources at lower costs than revenue opportunities to yield profitability. Digital platforms promise to address these challenges better than the market by providing search matching capabilities and modular, reusable resources. We examine whether platforms improve innovation performance and profitability of firms better than the market, as assumed. Using agent-based modeling and simulation, we find that firms perform better in the market when environmental complexity is low. As environmental complexity increases, firms start to perform better on the platform than in the market, specifically when the platform owner remarkably invests in search matching and modularity capabilities. The study advances our understanding of the environmental conditions under which platforms could be superior or inferior to the market.Type: conference paper -
PublicationAcquisition of Complementors as a Strategy for Evolving Digital Platform Ecosystems(Kelley School of Business, 2021-12)Magan, AdolfoType: journal articleJournal: MIS Quarterly ExecutiveVolume: 20Issue: 4
-
PublicationTaming Complexity in Business Ecosystems: Investigating the Role of Platforms( 2021)
;Tanriverdi, HüseyinType: conference paper -
-
PublicationDigital Nudging for Technical Debt Management: Insights from a Technology-driven Organization( 2021-01-05)
;Buchmann, LorenaType: conference paper -
-
Publication
-
PublicationTaxonomy of Digital Platforms: A Business Model Perspective( 2021)Digital platforms (DPs) – technical core artifacts augmented by peripheral third-party complementary resources – facilitate the interaction and collaboration of different actors through highly-efficient resource matching. As DPs differ significantly in their configurations and applications, it is important from both a descriptive and a design perspective to define classes of DPs. As an intentionally designed artifact, every classification pursues a certain purpose. In this research, the purpose is to classify DPs from a business model perspective, i.e. to identify DP clusters that each share a similar business model type. We follow Nickerson et al.’s (2013) method for taxonomy development. By validating the conceptually derived design dimensions with ten DP cases, we identify platform structure and platform participants as the major clustering constituent characteristics. Building on the proposed taxonomy, we derive four DP archetypes that follow distinct design configurations, namely business innovation platforms, consumer innovation platforms, business exchange platforms and consumer exchange platforms.Type: conference paper
-
PublicationGovernance Mechanisms in Digital Platform Ecosystems: Addressing the Generativity-Control TensionDigital platform owners repeatedly face paradoxical design decisions with regard to their platforms’ generativity and control, requiring them to facilitate co-innovation whilst simultaneously retaining control over third-party complementors. To address this challenge, platform owners deploy a variety of governance mechanisms. However, researchers and practitioners currently lack a coherent understanding of what major governance mechanisms platform owners rely on to simultaneously foster generativity and control. Conducting a structured literature review, we connect the fragmented academic discourse on governance mechanisms with each aspect of the generativity-control tension. Next to providing avenues for prospective digital platform research, we elaborate on the double-sidedness of governance mechanisms in fostering both generativity and control.Type: journal articleJournal: Communications of the Association for Information Systems (CAIS)Volume: 51Issue: 1
-
PublicationEvolution of B2B Platform Ecosystems: What Can Be Learned from Salesforce?( 2021)Magan, AdolfoType: conference paper