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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.

As inter-company cooperation and competition grow, orchestration capability plays an increasingly important role. This paper aims to present an overview of orchestration capability in the business and management field, identify the current state and explore future research trends.

This literature review is based on 132 papers collected from the Web of Science (WoS) Core Collection data (1997–March 2021). HistCite was used to analyze the year of publication, leading scholars, influential articles, key journals, top countries and institutions. Research streams were identified from analysis of co-citation, bibliographic coupling and keyword co-occurrence by HistCite and VOSviewer.

This paper finds that Hitt MA is the most prolific scholar, and the Strategic Management Journal is the most dominating publication among the orchestration capability publications. The USA and Texas A&M University are the most influential countries and institutions, respectively. Three major clusters are identified based on citation mapping, bibliographic coupling analysis of documents and keywords co-occurrence analysis: dynamic capability and resource-based view, resource orchestration and network orchestration. Based on the three clusters, the authors analyze how resource orchestration and network orchestration research develops over time and summarize the evolutionary path of orchestration capability literature.

This article builds on data from WoS Core Collection, and some new but important articles may not be analyzed, since bibliometrics consider high citation as an indicator to select influential articles.

With the rapid development of the digital economy, the frequent interactions between companies pose many challenges for businesses. Enterprises can take orchestration actions effectively and efficiently from various perspectives and continuously improve their orchestration capabilities in collaboration with partners to achieve and sustain competitive advantages.

This paper provides a systematic review of orchestration capability using bibliometric analysis, which has not been employed in previous studies. Besides, this article presents a broad understanding of how scholars have researched the subject over the years.

Network orchestration has received widespread attention from scholars engaged in network-relationship governance research. This study aims to explore progress in network orchestration research and future prospects.

In this study, 105 articles related to network orchestration from the Web of Science Core Collection Database for the period 2006–2022 are collected as sample data, and bibliometric relationship maps of network orchestration research are visually presented using the CiteSpace software.

First, this study presents distributions of articles, methods, journals, authors, institutions and countries/regions in network orchestration research. Second, based on a reference co-citation analysis, three articles are identified as the key literature in network orchestration research. Based on a keyword co-occurrence analysis, the hotspots are found to include studies related to overall network and individual levels. A cluster analysis reveals six themes: innovation ecosystem, sustainable development, product development, sourcing, hub firm and innovation network. From a burst detection analysis, three frontiers emerge: organisation, collaboration and governance. Finally, some future research directions are proposed and important issues are raised.

This study is the first to reveal the progress of network orchestration research using quantitative bibliometric methods, and it provides insights to scholars and offers practitioners with a better understanding of network orchestration.

The purpose of this paper is to delineate a research agenda to guide future service research investigating the digital transformation of financial service systems through Fintech – disruptive innovations by new market entrants that challenge the position of mainstream financial institutions.

Rooted in the philosophical foundations of “use-inspired research,” this paper addresses the managerially and societally relevant phenomenon of Fintech by identifying, and responding to, the individual challenges and problems associated with the digital transformation of financial services. This is accomplished through a computational text-mining approach to analyze the corpus of 1,545 published practitioner articles associated with Fintech, identification of managerial challenges therein and subsequent delineation of a novel research agenda.

By connecting managerial challenges relating to Fintech with the service literature, this paper develops a use-inspired research agenda that provides scholarly and managerially relevant research directions (RDs). These pertain to the complexity of digital financial service systems (micro level), orchestration of value co-creation with Fintech (meso level), and the development of elastic infrastructures, models and markets (macro level).

Fintech is an emerging phenomenon associated with the digital transformation of financial services. However, actual guidelines on how service research related to Fintech could be advanced from a theoretically as well as managerially relevant angle are unavailable to date. Here, the authors address this challenge and provide the field with 18 tangible RDs to advance service theory and practice.

The purpose of this paper is to guide future academic research addressing managerial challenges associated with Fintech and the digital transformation of financial service. Due to the explicit use-inspired nature of the work, the future research stemming from the agenda that the authors put forward here will be of benefit to decision makers and society more broadly.

This empirical research contributes to the discourse regarding the role of information and communication technologies in service in general, and the digital transformation on financial services in particular. The in-depth computational text-mining analysis is unbiased, replicable and provides the foundation for a use-inspired research agenda that is subsequently delineated.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

Small- and-medium sized enterprises (SMEs) significantly contribute to the success of platform-based innovation ecosystems (PIEs). However, less is known about their behaviors and behavioral intentions (BIs) toward participating in PIEs. Considering that SMEs' BIs directly influence their behaviors and reveal the underlying logic of their behaviors, this study, therefore, focuses on SMEs' BIs and explores the antecedents to reveal the rational effects on BIs of the participation.

An extended framework is proposed to understand SMEs' BIs toward the participation and empirically tested with data from a sample of 189 Chinese SMEs based on partial least squares structural equation modeling (PLS-SEM).

The results show that (1) the framework has a good fit in the context of PIEs and a large predictability of SMEs' BIs toward the participation; (2) as expected, SMEs' BIs are directly positively affected by their attitudes (ATTs), subjective norms (SNs) and platform leaders (PLs), while indirectly positively influenced by perceived usefulness (PU) and ease and negatively influenced by perceived risks (PRs) via mediation effects and (3) surprisingly, BIs are directly negatively affected by platforms probably because of the potential collaborative risks based on platforms.

This study enriches PIE literature by focusing on complementors and proposing a framework of SMEs' BI toward joining PIEs, and it also expands the application of BI–behavior theories in the context of PIEs by offering a BI–behavior perspective to analyze the rational logic of SMEs' behaviors of participating to PIEs. Practically, the main findings not only benefit SMEs to better understand their BIs and to make a wise choice toward the participation, but provide implications for PLs to proactively design interventions for attracting SMEs’ complementors.

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.

The purpose of this paper is to identify the main criteria for selecting actors to compose these business platforms and addressing the co-creation of value and improve the performance of startups.

The methodology is based on the search for key factors for the selection of actors and the understanding of co-creation of value and the concept of startups. The content of this paper is substantiated on an extensive review of the literature related to the subjects’ value-cocreation and new startups, and the review is based on the articles found in the databases of Ebsco, Emerald, Science Direct, Scopus, Village and Web of Science.

This paper identifies the main key-factors found in the literature for selecting actors to co-create value in startups and organizes the findings in five categories: value creation, interaction, actor behavior, client and partnership. It also presents the possibility of future research that will be able to put the study in practice.

The results of this research have not been tested empirically, which opens the door for future studies that can prove the effectiveness of the findings. It is also important to mention that there are few articles in the literature that directly address this topic, and some definitions of actor/co-creation of value/business model may also change.

The selection criteria of the actors listed are useful for service entrepreneurs and managers to assist in decision-making at the stage of choosing their partners for value co-creation in startups. Furthermore, it involves mitigating waste in startups and maximizing the economic gains of partners through value co-creation in startups.

This study is one of the first attempts to recognize the key factors for selecting actors to co-create value in startups, aiming at their success in the market.

The purpose of this paper is to examine peer-to-peer sharing platform business models, their sources of competitive advantage, and the roles, motivations and behaviors of key actors in their ecosystems.

This paper uses a conceptual approach that is rooted in the service, tourism and hospitality, and strategy literature.

First, this paper defines key types of platform business models in the sharing economy anddescribes their characteristics. In particular, the authors propose the differentiation between sharing platforms of capacity-constrained vs capacity-unconstrained assets and advance five core properties of the former. Second, the authors contrast platform business models with their pipeline business model counterparts to understand the fundamental differences between them. One important conclusion is that platforms cater to vastly more heterogeneous assets and consumer needs and, therefore, require liquidity and analytics for high-quality matching. Third, the authors examine the competitive position of platforms and conclude that their widely taken “winner takes it all” assumption is not valid. Primary network effects are less important once a critical level of liquidity has been reached and may even turn negative if increased listings raise friction in the form of search costs. Once a critical level of liquidity has been reached, a platform’s competitive position depends on stakeholder trust and service provider and user loyalty. Fourth, the authors integrate and synthesize the literature on key platform stakeholders of platform businesses (i.e. users, service providers, and regulators) and their roles and motivations. Finally, directions for further research are advanced.

This paper helps platform owners, service providers and users understand better the implications of sharing platform business models and how to position themselves in such ecosystems.

This paper integrates the extant literature on sharing platforms, takes a novel approach in delineating their key properties and dimensions, and provides insights into the evolving and dynamic forms of sharing platforms including converging business models.

Digitalization has transformed several industries during the past two decades. In this paper the authors focus on the retail sector, where new business models help retailers and suppliers meet the ever changing and demanding needs of retail shoppers. One example of this business model innovation is multi-sided digital platforms, which have become popular as they connect consumers with suppliers from around the world with a large ecosystem to support the retail platform. The purpose of this paper is to provide an overview of how multi-sided digital platforms are transforming the retail exchange logic and assess the implications and impact of these platform-based businesses on the retail sector, especially for business managers and consumers.

In this paper, the authors employ literature review, conceptual analysis and qualitative case study methodology. The authors provide an overview of how the platform economy is affecting the retail sector through the illustration of four digital multi-sided platforms: Alibaba Group, Amazon.com, eBay and Rakuten Group, and what differentiates them from incumbent business models in retailing.

The findings suggest that platforms transform the transaction logic of retailing as they simply intermediate transactions between buyers and suppliers rather than handling the entire supply and logistics chain themselves. The authors highlight the role of consumer understanding and Big Data as one example of how multi-sided digital platforms differentiate from their non-platform competitors.

The paper highlights how incumbent retailers can compete against new forms of business, such as digital platforms, and the authors demonstrate some of the managerial capabilities needed to remain relevant amidst this new digital competition.

Very little empirical studies in marketing and retail literature have focused on multi-sided digital platforms and their business models. The present study fills this gap with an overview of how multi-sided digital platforms transform the retail sector.