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This article aims to understand the role of intermediaries that manage innovation challenges in the healthcare scenario. More specifically, it explores the role of digital platforms in addressing data challenges and fostering data-driven innovation in the health sector.

For exploring the role of platforms, the authors propose a theoretical model based on the platform’s dynamic capabilities, assuming that, because of their set of capabilities, platforms may trigger innovation practices in actor interactions. To corroborate the theoretical framework, the authors present a detailed in-depth case study analysis of Apheris, an innovative data-driven digital platform operating in the healthcare scenario.

The paper finds that the innovative data-driven digital platform can be used to revolutionize established practices in the health sector (a) accelerating research and innovation; (b) overcoming challenges related to healthcare data. The case study demonstrates how data and intellectual property sharing can be privacy-compliant and enable new capabilities.

The paper attempts to fill the gap between the use of the data-driven digital platform and the critical innovation practices in the healthcare industry.

For the basic problems on platform innovation, such as platform innovation connotation and characteristics, the driving mechanism and the influence mechanism are less been studied. This study aims to explore how to achieve platform innovation in traditional service enterprises.

Based on the theory of enterprise network and binary learning, respectively, this paper discusses the behavior of binary learning based on network structure and network impact on efficiency and innovative platform innovation, and analyzed the realization of the platform innovation path.

The research draws the following conclusions: the network structure-based exploitative learning can promote the efficiency platform innovation, while the network behavior-based exploratory learning can promote the novelty platform innovation. The interaction between network structure and network behavior embedded in traditional services is more conducive to exploratory learning so as to promote novelty platform innovation, and the platform innovation of traditional service enterprises is a process from efficiency-oriented to novelty-oriented. The innovation effect generated by exploratory learning based on network behavior is much higher than that generated by exploitative learning based on network structure. The theoretical contributions of this study are as follows: first, this study compares the similarities and differences between service innovation of platform-oriented enterprises and platform innovation of service enterprises. On this basis, it clearly defines the concept of platform innovation and divides it into two categories: efficiency platform innovation and novelty platform innovation. Second, it reveals the two paths for traditional service enterprises to realize platform innovation, and the interaction between these two paths are also explored, which promotes the scenario-based and dynamic study of platform innovation in traditional service enterprise. The conclusion of this study provides theoretical reference for traditional service enterprises to carry out platform innovation.

Theoretical contribution of this paper lies in: first, the concept of platform innovation is clearly defined. Current research about platform innovation is mainly around the innovation of platform enterprise and the platform innovation of traditional enterprise, but there is no document that makes clear distinction; some literature even equates innovation of platform enterprise with platform innovation of traditional enterprise. In this paper, through a detailed literature review and analysis, clearly define the concept of platform innovation and divided into efficiency platform innovation and novel platform innovation, which has made theoretical contribution to the depth of the research. Second, expand the platform innovation research of traditional service industry. In recent years, the platform innovation research of traditional enterprise has become a hot spot, but they focus on the attention of the platform transformation of traditional manufacturing industry, such as Haier; the traditional service industries seem to be “empty,” but, in fact, the traditional service industry platform innovation is of great significance and more worth looking forward to. In this paper, the longitudinal case studies can promote academic concerns focus on the traditional service industry, and also provides the theory instruction practice. Third, it promotes the platform innovation research of traditional enterprise and dynamic analysis. Based on the theory of enterprise network and binary learning, respectively, it discusses the behavior of binary learning based on network structure and network impact on efficiency and innovative platform innovation, and analyzed the realization of the platform innovation path. On the one hand, it enriches the research type of platform innovation; on the other hand, the dynamic evolution mechanism of platform innovation research can make up for the deficiency of the existing literature.

Generally, there is a common sense to consider knowledge sharing and creation as two separate processes but a new matter emerges when those processes are intertwining. In this vein, this research aims to discuss on the lens of the open innovation (OI) model how such intertwining generates digital platform-based ecosystem.

The theoretical approach is used to largely discuss the intertwining of knowledge sharing and creation in the current digital era. It debates such scenario considering past and present studies and suggests future research streamlines.

It offers a new theoretical model that can be implemented in a micro, meso and macro level where the concept of “ba” (or ba-sho) assumes the form of a digital platform where knowledge sharing is in motion and dynamically interacts with the knowledge creation.

By discussing the intertwining of knowledge creation and sharing in OI context along with digital trends (e.g. platform innovation ecosystems and platform innovation management), the study offers a new conceptual framework that relies on such intertwining accompanied by the concept of “ba – sho.” In this vein, research limits and new research are suggested to demonstrate and support this conceptual study.

The purpose of this paper is to explore the properties of platform service innovation and its relationship to value co-creation activities and the network effect. This is done over the course of a platform’s evolution through three stages: emergence, expansion and maturity.

Based on grounded theory, this study adopts a multiple case study research design. An in-depth analysis of the case data is done using ATLAS.TI software.

At the emergence stage, platform service innovations focus on building infrastructure. Platform owners stimulate the network effect directly via platform service innovations, rather than indirectly via value co-creation activities. At the expansion stage, the platform service innovations focus on building relationships among platform owner and different sides of participants. Platform owners stimulate the network effect indirectly, via value co-creation activities, rather than directly via platform service innovations. At the maturity stage, platform service innovations focus on building an environment for the platform ecosystem. Platform owners stimulate the network effect indirectly, via value co-creation activities rather than directly.

This research contributes to the service innovation literature by exploring the properties of platform service innovation and its relationship to value co-creation activities and the network effect from a longitudinal perspective. The principal managerial implication is that platform managers need to consider the developmental stage of the platform, as a mismatching of stage of development (emergence/expansion/maturity) and focus (an orientation toward building infrastructure, relationships or environment) may lead to a failure to stimulate or enhance the network effect.

The concept of open innovation has captured the attention of both academics and practitioners alike. However, there is a dearth of research on how innovations can be diffused within open innovation ecosystems, a critical condition for the sustainability of such ecosystems. In this regard, the study advances a research agenda for guiding future inquiries into innovation diffusion within open innovation ecosystems.

Based on a systematic review of the extant literature on open innovation, this article identifies knowledge gaps in innovation diffusion, along with recommendations for bridging these gaps in the future. The study advocates that future research should consider not only innovation generation processes, but also innovation diffusion processes, especially in light of the growing application of open innovation in the context of digital goods and services.

Subscribing to an evolutionary view of innovation diffusion, the article draws on a five-phase framework – knowledge, persuasion, decision, implementation, and confirmation – to illustrate the roles played by three distinct yet interconnected parties (i.e. platforms, complementors, and individuals) within open innovation ecosystems as well as the research opportunities it brings.

The article examines the critical, yet underexplored role of innovation diffusion in sustaining open innovation ecosystems and outlines potential research avenues that can contribute to growing the understanding of the innovation diffusion process.

This study aims to investigate the impact of an institutionalized market context on platform ecosystem development. It studies how platform ecosystems are set up and evolve in the asset management industry and explores the role of the platform leader and selected core network partners in unleashing value innovation notwithstanding institutional barriers. A problematization lens is used to identify deviations between the management practices in this industry setting and the prescriptions and suggested practices in the extant literature on platform ecosystem development.

The research follows a retrospective longitudinal single-case design focusing on the development of a new platform ecosystem to which several PaaS initiatives are linked. It is based on 13 in-depth interviews over a one-year period triangulated with documentation and member checks. This study identifies the impact of regulations and norms on the early stages of platform ecosystem development.

In this institutionalized market, intensified interactions between carefully selected strategic market players focusing on platform development, lead to growing value innovation initiatives. The collaboration between core actors evolves “under the radar” with select partners and with lots of controls by incumbents. The value innovation process evolves in a non-disruptive way. Initially, the new value initiatives are rather incremental and focus on optimizing the present business models while slowly adding new peripheral services shared as successful signs of value innovation initiatives. This “submerged” direction enables platform actors to gather critical mass and stimulates co-evolution with key players.

This paper outlines one vertical and looks at various principles involved during early stages of platform development. Because the authors have chosen a deep dive into one institutionalized setting, future studies could investigate a broader scope of institutionalized settings/verticals and a broader scope of management stages and related practices to replicate the study and corroborate the findings. The idea raised from hybrid platform ecosystem development also warrants further study.

Practitioners in institutionalized business-to-business markets find suggestions on how to overcome institutional barriers to platform ecosystem development and this study shows which levers can be used by core actors of ecosystems to strengthen established business models and simultaneously unleash value innovation initiatives.

This study contributes to the understanding of the challenges to be faced when setting up and expanding platform ecosystems in a highly institutionalized setting and identifies “levers” to create a smooth flow and snowball effect for platform ecosystem development. It “fine-tunes” the extant literature on platform ecosystem development to institutionalized markets.

The objective of this paper is to understand innovators' pursuit of strategies in securing the benefits from an innovation. The study develops a methodological framework of platform for analysing three case study innovations – Windows‐operating system for PC, plain paper copier and video cassette recorder. This paper examines the process of innovators creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses) in order to understand why innovators pursue collaborative or competitive strategies in managing technological innovations. It is argued that collaboration is motivated by risk considerations as much as by a search for profit. The results indicate that the use of strategies (whether collaborative or competitive strategy) depends on how innovators see the benefits from using particular strategies to exploit the innovation.

This study aims to examine how and when digital platform capabilities drive technological innovation from a strategic information perspective, regarding information flow and information quality as mediators and business intelligence analytics as a moderator.

This study engaged corporate executives in surveys and obtained 182 firm data and then tested the hypotheses using linear regression models and the robustness using the structural equation model.

Digital platform capabilities drive corporate technological innovation through access to strategic information, i.e. strategic information mediates between digital platform capabilities and technological innovation. Business intelligence analytics increases the influence of strategic information on technological innovation.

This study underlines the importance for companies to construct digital platform capabilities to access strategic information to achieve technological innovation and the role of business intelligence analytics in processing strategic information.

This study finds a new perspective, strategic information, to explain the mechanisms by which digital platform capabilities drive firms’ technological innovation. In addition, the robustness of the resource-based view in understanding digital platform capabilities is stressed.

The purpose of this study is to investigate the impact of user-driven innovation (UDI) and employee intrapreneurship (EI) on the innovation performance of platform enterprises through the mediating role of market intelligence responsiveness (MIR) and the moderating role of knowledge and information resource acquisition (KRA and IRA, respectively) between MIR and innovation performance.

Data were collected from 167 platform enterprises in northern, eastern and southern China with survey questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises' information.

The results indicated that both UDI and EI, particularly synergy, positively influenced the innovation performance of platform enterprises. Furthermore, higher innovation performance resulted from high congruence between UDI and EI, and the innovation performance of enterprises increased when UDI and EI shifted from being incongruent to congruent. Lastly, MIR played a mediating role in this relationship, and both KRA and IRA played a positive moderating role between MIR and innovation performance.

Platform enterprises should pay attention to external users and internal employees to achieve their development goals and establish tripartite cooperative relationships involving firms, employees and users. Enabling platform enterprises to develop continually and in a healthy way requires the integration and utilization of all types of resources.

This was an empirical study on the impact mechanism of employees and users on the innovation performance of platform enterprises in China.

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.