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This research explores whether, when and why employee identity salience influences content sharing of employee's friends in social networks and further investigates two moderating conditions of network overlap and deal content.

In Study 1, the authors analyzed a field data related to 20,715 users on the largest social network platform in China. In Studies 2 and 3, the authors verified the findings of Study 1 and tested the underlying mechanism with two experiments.

The results showed that employee identity salience could increase sharing likelihood of content receiver, especially when the employee had higher network overlap with receiver. However, when the content contained deal-related information, the receiver was less likely to share this content from employee with salient identity. The authors also found that perceived information credibility acted as a mediator in above relationships.

This research is the first to test the effects of employee identity salience on content sharing by considering both content type and network characteristics. The authors also provide insights into the mediating role of information credibility, which enriches the content sharing and social network literature.

Although coopetition has been studied for decades, most prior studies shed light on interfirm coopetition across firms instead of intrafirm coopetition across functional departments within a firm. To fill the research gaps, this study aims to investigate the differential effects of cross-functional coopetition on both product and service innovations and the moderating roles of environmental turbulence.

This study surveyed both senior and middle managers from 149 pharmaceutical firms in China.

This study discovers the opposite relationships of cross-functional coopetition on product and service innovations such that cross-functional coopetition enhances product innovation but hurts service innovation. Furthermore, market turbulence attenuates the positive effect on product innovation but strengthens the negative effect on service innovation. However, technological turbulence attenuates the negative impact of cross-functional coopetition on service innovation.

The effects of cross-functional coopetition have been ignored in the innovation literature. By identifying the double-edged sword of cross-functional coopetition, this study contributes to the literature by providing new insights into the differential effects of cross-functional coopetition on product and service innovations.

Innovations are vital tasks for modern two-sided platforms to grow and avoid defunct. How these two-sided platforms innovate to impact platform performance remains virtually unexplored in literature. The purpose of this paper is to classify two types of platform innovations – same-side and cross-side – and to hypothesize that their performance is contingent on platform monetization type, growth rate and user acquisition and retention costs.

The authors collected news announcements of 177 same-side producer-to-producer (P-P), 216 same-side consumer-to-consumer (C-C) and 284 cross-side producer-to-consumer (P-C) innovations from 30 two-sided platforms and used event study and econometric techniques in data analysis.

The findings reveal that same-side innovations cannot sufficiently lead to an impact on platform performance, while cross-side innovations are always beneficial. Same-side P-P innovations can affect platform performance positively on consumer-monetized platforms, whereas same-side C-C innovations can only do so on producer-monetized platforms. Besides, when platforms grow rapidly (slowly), cross-side (same-side) innovations strengthen platform performance. On platforms that are subject to higher (lower) user acquisition and retention costs, only same-side (cross-side) innovations can enhance platform performance.

This study provides actionable insights for platform practitioners to implement proper strategies to manage same-side and cross-side innovations based on the three platform attributes of platform monetization type, growth rate and user acquisition and retention costs.

This study offers the first systematic and empirical investigation of two-sided platform innovations by classifying them as same-side innovations for building capability in managing users and cross-side innovations for establishing capability in managing exchange, which are the two core capabilities for two-sided platforms to avoid defunct. This study further provides a contingency framework that is unique to the two-sided platform setting to study the performance impact of these innovations.