27 results found
Ozalp H, Cennamo C, Gawer A, 2018, Disruption in Platform-Based Ecosystems, Journal of Management Studies, Vol: 55, Pages: 1203-1241, ISSN: 0022-2380
© 2018 John Wiley & Sons Ltd and Society for the Advancement of Management Studies We study intergenerational platform-technology transitions as instances of potentially disruptive innovation at the ecosystem level. Examining the launch of 12 platform technologies in the U.S. videogame industry covering three console generations from 1993 until 2010, we show that incumbents introducing next-generation platform technologies with advanced capabilities increase the challenges of developing complements for the platform technology, steepening complementors’ learning curves and disrupting the very same complementors that platform owners need to thrive in the next-generation competition. We find that, because of these struggles, platforms with advanced capabilities but high complement-development challenges show a pattern of defection of complementors toward rival, less challenging platforms. Our study extends mainstream disruptive-innovation theory to the context of platform-based ecosystems by offering a systemic view that accounts for disaffection on the part of technology complementors—rather than end users—as the main reason for disruption.
Jacobides MG, Cennamo C, Gawer A, 2018, Towards a theory of ecosystems, STRATEGIC MANAGEMENT JOURNAL, Vol: 39, Pages: 2255-2276, ISSN: 0143-2095
Furman J, Gawer A, Silverman BS, et al., 2017, Introduction: Entrepreneurship, innovation, and platforms
Bogers M, Zobel A-K, Afuah A, et al., 2017, The open innovation research landscape: established perspectives and emerging themes across different levels of analysis, INDUSTRY AND INNOVATION, Vol: 24, Pages: 8-40, ISSN: 1366-2716
Lopez-Berzosa D, Gawer A, Camarillo G, 2016, Navigating the patent minefield through consortia, MIT Sloan Management Review, Vol: 57, Pages: 18-20, ISSN: 1532-9194
Gawer AR, Cusumano M, 2015, 978-0-19-969494-5, Platforms and Innovation, Editors: Dodgson, Gann, Phillips, Publisher: Oxford University Press, Pages: 648-667, ISBN: 978-0-19-874649-2
This chapter is about the role that platforms can play in innovation and their implications for innovation management. First, we define the term 'platform' and consider why this concept is important. Second, we discuss the different types of platforms as well as basic economic and strategic concepts associated with them as identified by researchers working in the field. Third, we examine a few major cases of platform leadership and innovation challenges that companies face as markets, technologies, and competition evolve. Finally, we review some of the major remaining issues for future research on platforms and innovation management.
Gawer AR, Cusumano MA, 2015, Business Platforms, International Encyclopedia of the Social & Behavioral Sciences, 2nd edition, Editors: Wright, Publisher: Elsevier, Pages: 337-42, ISBN: 978-0-08-097086-8
This article reviews the literature on platforms and sheds light on the design principles, economics fundamentals, and business strategies associated with platforms. We divide the discussion into two main types: product platforms designed by individual companies or assemblers of closed supply chains to develop new products or services on the basis of common and reusable components and architectures, and industry platforms which act as a foundation for an ecosystem of firms to develop a set of interrelated products and services. Present in a variety of organizational contexts, platforms create value for innovative ecosystem participants by structuring the innovation process around core and complementary elements and by creating the network effects that accelerate the adoption and use of platforms. With increased globalization of innovation capabilities, we expect the phenomenon of platforms to become an important new form of industrial organization. We conclude with highlighting concerns associated with platform dominance.
Lopez-Berzosa D, Gawer A, 2014, Innovation policy within private collectives: Evidence on 3GPP's regulation mechanisms to facilitate collective innovation, TECHNOVATION, Vol: 34, Pages: 734-745, ISSN: 0166-4972
Gawer A, 2014, Bridging differing perspectives on technological platforms: Toward an integrative framework, RESEARCH POLICY, Vol: 43, Pages: 1239-1249, ISSN: 0048-7333
Gawer A, Cusumano MA, 2014, Industry Platforms and Ecosystem Innovation, JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Vol: 31, Pages: 417-433, ISSN: 0737-6782
Gawer A, 2014, Bridging differing perspectives on technological platforms: Toward an integrative framework, Pages: 423-428
An integrative organizational framework is proposed to advance management research on technological platforms, bridging two theoretical perspectives: economics, which sees platforms as double-sided markets and informs our understanding of platform competition, and engineering design, which sees platforms as technological architectures and informs our view of platform innovation.
Gawer A, Phillips N, 2013, Institutional Work as Logics Shift: The Case of Intel's Transformation to Platform Leader, ORGANIZATION STUDIES, Vol: 34, Pages: 1035-1071, ISSN: 0170-8406
Cowen T, Gawer A, 2012, Competition in the Cloud: Unleashing Investment and Innovation Within and Across Platforms, Communications and Strategies, Vol: 2012, ISSN: 1157-8637
: Innovation in the Cloud is challenging Europe’s telecoms industry and its regulatory system. The shift from ‘desktop to data centre’ and the provision of computing in the form of a service means that Cloud offerings are increasingly dependent on the quality of the underlying communications infrastructure. Critical parts of the infrastructure are regulated, and the role that regulation plays may limit services innovation and in turn may mean that communications infrastructure could become the ‘weakest link’ in a Cloud offering. This article presents an argument that draws on law, economics, and business platforms strategy to expose the incentives and impediments to innovation in Cloud computing. It assesses how European policy goals, the Lisbon Treaty and regulatory action interact, and proposes a change in the EU regulatory regime to reflect a duty to promote innovation as a stated goal. This change would encourage new business models to emerge, allowing the incumbent EU telecom network providers the opportunity to contribute to innovation in the Cloud. Such innovation would help spur investment and wider competition across platforms which would help realise Europe’s objective to drive growth and competitiveness.
Gawer A, 2011, What Managers Need to Know About Platforms, The European Business Review, Pages: 40-43, ISSN: 1754-5501
Kahl S, 2011, Platforms, Markets and Innovation, Publisher: SAGE PUBLICATIONS LTD
Kahl S, 2011, Book Review: Book Review, Organization Studies, Vol: 32, Pages: 571-573, ISSN: 0170-8406
Gawer A, 2010, The Organization of Technological Platforms, Research in the Sociology of Organizations, Vol: 29, Pages: 287-296, ISSN: 0733-558X
This essay examines the relationship between technology and organizations in the context of technological industry platforms. Industry platforms are technological building blocks (that can be technologies, products, or services) that act as a foundation on top of which an array of firms, organized in a set of interdependent firms (sometimes called an industry ecosystem), develop a set of inter-related products, technologies and services (Gawer, 2009).The study of platforms highlights an intriguing hypothesis: that the internal organization of firms (such as platform leaders) and the external organization of firms (i.e., the organization of the sector or the ecosystem of firms) are interrelated, and mediated by the organization of the platform technology. In particular, the internal organization of firms, when coherent with the organization of the technology, may have an influence on these firms’ ability to exert an influence on external firms.
Gawer A, 2009, Platforms, markets and innovation, ISBN: 9781848440708
© Annabelle Gawer 2009. All rights reserved. Annabelle Gawer presents cutting-edge contributions from 24 top international scholars from 19 universities across Europe, the USA and Asia, from the disciplines of strategy, economics, innovation, organization studies and knowledge management. The novel insights assembled in this volume constitute a fundamental step towards an empirically based, nuanced understanding of the nature of platforms and the implications they hold for the evolution of industrial innovation. The book provides an overview of platforms and discusses governance, management, design and knowledge issues.
Tee R, Gawer A, 2009, Industry architecture as a determinant of successful platform strategies: a case study of the i-mode mobile Internet service, EUROPEAN MANAGEMENT REVIEW, Vol: 6, Pages: 217-232, ISSN: 1740-4754
Gawer A, 2009, Platforms, markets and innovation: An introduction, Pages: 1-16, ISBN: 9781848440708
Gawer A, 2009, Platforms, markets and innovation, ISBN: 9781848440708
'Annabelle Gawer's collected volume of research shows that a vibrant community of scholars has arisen around platforms and innovation. Each of the chapters is first rate, with top researchers offering some of their latest work. This will be an indispensable book for students of innovation and technology management everywhere.' - Henry Chesbrough, University of California, Berkeley, US. © Annabelle Gawer 2009. All rights reserved.
Gawer A, 2009, Platform dynamics and strategies: From products to services, Platforms, Markets and Innovation, Pages: 45-76, ISBN: 9781848440708
Gawer A, Cusumano MA, 2008, How companies become platform leaders, MIT SLOAN MANAGEMENT REVIEW, Vol: 49, Pages: 28-+, ISSN: 1532-9194
Gawer A, Henderson R, 2005, Platform owner entry and innovation in complementary markets: evidence from Intel, NBER Working Paper, Vol: W11852, Pages: 1-36, ISSN: 1058-8450
Gawer A, Cusumano MA, 2004, What does it take to be a platform leader: some recent lessons from Palm and NTT DoCoMo, Hitotsubashi Business Review, Vol: 52, Pages: 6-20
Cusumano MA, Gawer A, 2003, The elements of platform leadership, IEEE Engineering Management Review, Vol: 31, Pages: 8-15, ISSN: 0360-8581
Most platform leaders do not have the capabilities or resources to create complete systems by making all the complements themselves. Thus, the combined efforts of platform leaders and complementary innovators increase the potential size of the pie for everyone. Platform leadership shows the ability of a company to drive innovation around a particular platform technology at the broad industry level.
Gawer A, Cusumano MA, 2002, Platform Leadership: How Intel, Microsoft, and Cisco Drive Industry Innovation, Boston, Massachusetts, Publisher: Harvard Business School Press, ISBN: 9781578515141
As high-tech industries become increasingly modular and interconnected--and the ability to innovate becomes the purview of just about anyone--the most successful companies are those that orchestrate industrywide innovations to support not only their products, but also the systems or platforms in which their products work. To become a platform leader--a company that provides the technological foundation on which other products are built--is the Holy Grail of these high-tech industries. The quest is complex and risky, because the success of platform leaders depends largely on their ability to encourage other firms to develop complementary innovations. High-tech-strategy experts Annabelle Gawer and Michael A. Cusumano explain how the best in class, including Intel, Microsoft, and Cisco, establish and grow their dominant positions. Based on these in-depth case studies and on incisive analysis, the authors present a framework for designing and implementing a successful platform strategy. From how to plan internal product development to how best to encourage external innovation activities, this comprehensive book offers executives, strategists, and entrepreneurs a framework for achieving market leadership in platform environments.
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