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With the increasingly collaborative nature of innovation and the expanding role of digital platforms on inter-firm collaboration, the purpose of this paper is to investigate the impacts of digital platforms on collaborative innovation capability (CIC) under conditions of two distinctive governance mechanisms. Furthermore, the competitive benefits of CIC at different levels of environmental uncertainty are examined to clarify the performance of collaborative innovation.

The research model is proposed based on dynamic capabilities theory, information technology (IT)-enabled organizational capability and governance mechanisms literature, and then validated by using partial least squares with data collected from 200 Chinese firms that engage in digital collaboration with their major channel distributors.

Empirical results show that the enabling effect of digital platforms capability on CIC is positively moderated by relational governance while negatively moderated by formal governance, and both governance mechanisms directly and positively influence CIC; the positive relationship between CIC and competitive performance is stronger for higher level of environmental uncertainty; and CIC is the key mediator converting digital platforms capability into competitive performance.

This study enriches the existing literatures in IT-innovation relationship by not only surfacing the interplay of digital platforms capability with two distinctive governance mechanisms in building CIC, but also clarifying the competitive benefits of CIC in an uncertain environment. Moreover, this study helps explain the controversial issue of the business value of IT capability by discovering the mediating role of CIC.

Collaboration with universities is an important innovation strategy for enterprises. However, currently very little research has focused on how such university-industry collaborative innovation activities should be managed. The paper aims to discuss this issue.

This paper introduces the university-industry collaborative innovation practices of Zhejiang NHU Company in China. By using a case study as the method, this paper aims to illustrate the mechanism of university-industry collaborative innovation and how to manage the collaborative innovation activities efficiently.

Zhejiang NHU Company established a university-industry collaborative innovation link through three innovation platforms: the technology R&D center, the ZJU-NHU joint-research center, and the national engineer center. Zhejiang NHU Company manages its collaborative relationships with universities through this innovation network.

NHU Company managed the collaborative relationship efficiently with the institutions, representing an effective degree of university-industry collaborative innovation management.

Using perspectives from the technology affordance and social capital theories, this study aims to unpack the process through which platform-enabled co-development unfolds in supply chain contexts. Specifically, it explores how innovation outcomes can be fostered through platform affordances and supply chain relationship (SCR) capital.

The paper integrates literature on digital platforms, SCRs and co-development to produce an integrative framework, developing propositions on the relationships among digital platforms, SCR capital and innovation outcomes.

The authors identify affordances for distinctive strategic use of platforms: value co-creation, relationship building and strategic learning. The authors discuss ways in which each affordance contributes to the advances in SCR capital, thus altogether enabling focal firms to orchestrate and integrate internal and external resources to attain incremental and radical innovation.

Based on the proposed research framework, further empirical studies can use quantitative data to measure the relationship between affordances and SCR capital and use longitudinal case studies to explore how affordances and SCR capital evolve to provide more fine-grained and contextualised information in different research settings.

This paper sheds light on how the relation between the adoption of digital platforms and SCR capital shapes digitally enabled service co-development. The authors provide an alternative explanation of resource integration in platform-mediated supply chain contexts and enrich the related literature on how digital platforms can maximise value from introducing ambidextrous innovation by leveraging internal and external resources.

Considering rapid digitalization development, this study examines the impacts of digital technology innovation on social responsibility in platform enterprises.

The study applies the event study method and cross-sectional regression analysis, taking 168 digital technology innovations for social responsibility issued by 88 listed platform enterprises from 2011 to 2022 to study the impact of digital technology innovations for social responsibility announcements of different announcement content and platform attributes on the stock market value of platform enterprises.

The results show that, first, the positive stock market reaction is produced on the same day as the digital technology innovation announcement. Second, the announcement of the platform’s public social responsibility and the announcement of co-innovation and radical innovation bring more positive stock market reactions. In addition, the announcements mentioned above issued by trading platforms bring more positive stock market reactions. Finally, the social responsibility attribution characteristics of the announcement did not have a significant differentiated impact on the stock market reaction.

Most scholars have studied digital technology innovation for social responsibility through modeling rather than second-hand data to empirically examine. This study uses second-hand data with the instrumental stakeholder theory to provide a new research perspective on platform social responsibility. In addition, in order to explore the different impacts of digital technology innovation on social responsibility, this study has classified digital technology innovation for social responsibility according to its social responsibility and digital technology innovation characteristics.

Online innovation communities are central for many organizations seeking to advance their innovation portfolio. While these communities rely on consumers to collaborate in the innovation process, it remains unclear what drives these consumers to perform value co-creation activities and what value dimensions they derive as a result. This paper aims to advance the understanding of value co-creation in the online collaborative innovation context. Specifically, it aims to examine social and individual factors driving such activities, and the value derived from the perspective of the member.

A self-administered online questionnaire was used to collect data from collaborative innovation community members yielding 309 complete responses. Structural equation modelling was used to analyse the data, using variance-based structural equation modelling with partial least squares path modelling in SmartPLS.

Results confirm that distinct social and individual factors facilitate individual value co-creation activities, including the provision of feedback, helping, rapport building and information sharing. Furthermore, the research confirms the mediating role of learning on these relationships.

This study contributes to the micro-foundation movement in marketing by undertaking an independent examination of value co-creation activities and their nomological network.

A shift in the mindset of managing for collaborative innovation is required, from a focus on collaborative product development to the management of an online community where members derive value from their co-creation activities.

This research is the first to offer insight into important individual and social pre-conditions and subsequent value outcomes of four common value co-creation activities. It informs practice about how to facilitate value co-creation activities and contribute to the co-creation of value for online innovation community members.

The importance of co-innovation platforms has been well established, but a valid and reliable instrument to measure the affordances of these platforms for co-innovation behavior has not yet been reported in the literature. A robust, validated instrument to measure co-innovation platform affordances (PAs) will facilitate the conduct of studies across different platforms and contribute to enhanced understanding of co-innovation behaviors, outcomes, and platform design. The purpose of this paper is to conceptualize co-innovation PAs, develop a reliable measurement instrument capturing critical facets of co-innovation, namely ideation, collaboration, and communication, and validate the instrument.

The construct of PAs was conceptualized based on the findings from two case studies of co-innovation networks and the key characteristics of social mediating technology affordances. The measurement items newly developed via a case study underwent a two-round exploratory analysis to ensure face validity and content validity. The resulting instrument was subjected to a pilot study and a field study to establish the necessary reliability and validity.

The findings of the study reveal that co-innovation PAs have three distinctive components, namely ideation, collaboration, and communication. Furthermore, the results of the study suggest that PAs are most appropriately operationalized as a second-order construct comprising all three components. The empirical results from the field study show a high degree of confidence in both translation validity and criterion-related validity.

Drawing from co-innovation and affordances literature, this study develops and validates a general instrument to measure co-innovation PAs. The result is a reliable and parsimonious instrument with 12 items. The authors believe that the instrument can contribute significantly to future empirical investigations of co-innovation behavior on virtual platforms.

This paper aims to analyze the moderating effect of knowledge leakage on the relationship between absorptive capacity and co-innovation, which implies collaborative work and knowledge exchange with external actors on virtual innovation platforms.

The research model was tested in a sample of companies through the use of structural equations by the partial least squares method.

The results confirm that absorptive capacity is a prior condition for co-innovation. However, the most interesting and surprising result has to do with knowledge leakage, which actually has a negative moderating effect, but whose size is modest, which dismisses the great damages that such leakage could generate.

This study is pioneering in analyzing knowledge leakage in the context of virtual innovation platforms, which occurs in a different manner as compared to leakage in the context of collaborative research and development, widely analyzed in the literature. However, the main contribution of the paper lies in the fact that the results evidence the existence of an intermediate position between the traditional approach that insists on demonstrating the devastating consequences of the leakage and the emerging approach that dismisses these negative repercussions and conceives leakage as a positive organizational phenomenon, natural and inherent to the interaction of the firm with the environment. The results also contradict recent empirical evidence that completely dismisses the negative repercussions of knowledge leakage in contexts where incremental innovations prevail.

The embedding of digital technology and the fuzzy organizational boundary have changed the operation of platform innovation ecosystem (PIE). Specifically, as an important energy of PIE, the internal logic of knowledge flow needs to be reconsidered in the context of digital age, which will be helpful to select the cultivation and governance strategy of PIE.

A dual case-analysis is applied to open the “black box” of knowledge flow in the PIE from the perspective of enabled by digital technology, by taking the intellectual property (IP) operation platform as cases.

The research findings are as follow: (1) The knowledge flow mechanism of PIE is mainly demonstrated through the processes of knowledge acquisition, knowledge integration and knowledge spillover. During this process, connectivity empowerment and scenario empowerment realize the digital empowerment of the platform. (2) Connectivity empowerment provides a channel of knowledge acquisition for the digital connection between participants in PIE. In the process of knowledge integration, scenario empowerment improves the opportunities for accurate matching and collaborative innovation between knowledge supplier and demander, and enhance the value of knowledge. The dual effect of connectivity empowerment and scenario empowerment has accelerated the knowledge spillover in PIE. Particularly, connectivity empowerment expands the range of knowledge spillover, and scenario empowerment affects the generativity of the platform, resulting in the enhancement of platform’s capability to embed and expand its value network. (3) Participants have been benefitted from the PIE enabled by digital technology through three key modules (knowledge acquisition, knowledge integration and knowledge spillover), as the result of knowledge flow.

This study focuses on the knowledge flow mechanism of PIE enabled by digital technology, which enriches the PIE theory, and has enlightenments for the cultivation of digital platform ecosystem.

In a fierce competition environment in which product prices fall sharply or even tend to be free, only by realizing differentiated customer value through continuous innovation can companies respond quickly and effectively to changes and enhance their core competitiveness.

The innovation ecosystem takes the enterprise as the core, based on stakeholders such as partners, customers and intermediaries, and is highly concentrated in an industry or a region to form close horizontal and vertical links with each other[4]. With the goal of continuously creating differentiated customer value, the internal resources of the collaborative system are integrated, and through the rapid flow of knowledge, material and value between the various entities, the overall value-added ability is continuously improved.

The innovation ecosystem is the core for users to create expected and dream experience. It combines different knowledge systems of groups and individuals with different characteristics and backgrounds to create an environment where various ideas can effectively collide and recombine and integrate resources through multiple channels to form an organism.

Ecological factors in the production and application of technology diffusion and knowledge in the process of mutual influence, in the process of dynamic interactive learning and self-reinforcing, identify and understand the customer value, coordinated development of the overall operation of product and service system, to form a consistent brand and improve customer loyalty and ultimately improve the innovation ecosystem value.

Collaborating with consumers during new product development can provide companies with significant benefits and competitive advantages. Although several studies have been conducted on the design of co-innovation platforms, there is still a need for a more comprehensive understanding of the co-innovation phenomenon. To address this gap, this research aims to identify the critical success factors of co-innovation platforms and provide an extensive analysis of the variables that determine their effectiveness.

This study presents a systematic literature review of co-innovation platforms based on an analysis of 89 articles published in 50 scholarly journals in the disciplines of information systems, marketing and business, covering the years from 2006 to 2022.

The review synthesizes the current state of scientific knowledge and groups prior studies thematically as critical success factors of co-innovation platforms. As a result, eight success factors have been identified in terms of quantity and quality of contributions. These factors include product involvement, perceived fairness, sense of community, interactive environment, employee involvement, participant diversity, assessment structure and task design.

The study consolidates existing research about the critical success of co-innovation platforms. It also provides a research framework that incorporates a diverse set of variables that can be used to assess co-innovation performance in future studies.