TY  - CHAP
AB  - Abstract Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.
VL  - 37
SN  - 978-1-78743-080-8, 978-1-78743-079-2/0742-3322
DO  - 10.1108/S0742-332220170000037007
UR  - https://doi.org/10.1108/S0742-332220170000037007
AU  - Altman Elizabeth J.
AU  - Tushman Michael L.
PY  - 2017
Y1  - 2017/01/01
TI  - Platforms, Open/User Innovation, and Ecosystems: A Strategic Leadership Perspective
T2  - Entrepreneurship, Innovation, and Platforms
T3  - Advances in Strategic Management
PB  - Emerald Publishing Limited
SP  - 177
EP  - 207
Y2  - 2021/04/16
ER  -