Imperial College London

Prof. Annabelle Gawer

Business School

Casual - Visiting lect, guest spkr, ext. examiner
 
 
 
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Contact

 

a.gawer Website

 
 
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Location

 

277Business School BuildingSouth Kensington Campus

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Summary

 

Publications

Publication Type
Year
to

28 results found

Elmquist M, Gawer A, Le Masson P, 2019, Innovation Theory and the (Re-)foundation of Management: Facing the Unknown, European Management Review, Vol: 16, Pages: 379-381, ISSN: 1740-4754

Journal article

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.

Journal article

Jacobides MG, Cennamo C, Gawer A, 2018, Towards a theory of ecosystems, STRATEGIC MANAGEMENT JOURNAL, Vol: 39, Pages: 2255-2276, ISSN: 0143-2095

Journal article

Furman J, Gawer A, Silverman BS, Stern Set al., 2017, Introduction: Entrepreneurship, innovation, and platforms

Book

Bogers M, Zobel A-K, Afuah A, Almirall E, Brunswicker S, Dahlander L, Frederiksen L, Gawer A, Gruber M, Haefliger S, Hagedoorn J, Hilgers D, Laursen K, Magnusson MG, Majchrzak A, McCarthy IP, Moeslein KM, Nambisan S, Piller FT, Radziwon A, Rossi-Lamastra C, Sims J, ter Wal ALJet al., 2016, The open innovation research landscape: established perspectives and emerging themes across different levels of analysis, Industry and Innovation, Vol: 24, Pages: 8-40, ISSN: 1469-8390

This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholars – having a common basis in the recurrent Professional Development Workshop on ‘Researching Open Innovation’ at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI – originally an organisational-level phenomenon – across multiple levels of analysis. While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research – particularly those that span across research domains that have so far developed in isolation.

Journal article

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

Journal article

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.

Book chapter

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.

Book chapter

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

Journal article

Gawer AR, 2014, Bridging Differing Perspectives on Technological Platforms: Toward an Integrative Framework, Research Policy, Vol: 43, Pages: 1239-1249, ISSN: 0048-7333

An integrative framework is proposed to advance management research on technological platforms, bridging two theoretical perspectives: economics, which sees platforms as double-sided markets, and engineering design, which sees platforms as technological architectures. While the economic perspective informs our understanding of platform competition, the engineering design perspective informs our view of platform innovation. The article argues that platforms can be usefully conceptualized as evolving organizations or meta-organizations that: (1) federate and coordinate constitutive agents who can innovate and compete; (2) create value by generating and harnessing economies of scope in supply or/and in demand; and (3) entail a modular technological architecture composed of a core and a periphery. In support of this conceptualization, a classification system is presented, indicating that technological platforms appear in a variety of organizational forms: within firms, across supply chains, and across industry innovation ecosystems. As an illustration, the framework is then applied to derive a simple model highlighting patterns of interaction between platform innovation and competition, yielding hypotheses that could be tested empirically by future scholars.

Journal article

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.

Conference paper

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

In this article, we explore some of the forms of institutional work that organizations perform as they participate externally in the processes that drive change in the institutional logic that characterizes their field, and as they respond internally to the shift as it occurs. More specifically, we present the results of an in-depth case study of Intel Corporation, a firm that was implicated in a fundamental shift in the institutional logic of its field in the late 1980s and 1990s as the field moved from a traditional supply-chain logic dominated by computer assemblers to a new platform logic following very different organizing principles. Through the qualitative analysis of 72 interviews with Intel employees, complemented by extensive archival data from 1980 to 2000, we identify two forms of institutional work that Intel performed externally, external practice work and legitimacy work, and two forms of work that they carried out internally, internal practice work and identity work, as the organization worked to simultaneously influence the shift in logic that was occurring and to deal with the ramifications of the shift.

Journal article

Gawer A, Cusumano M, 2013, Industry Platforms and Ecosystem Innovation, Journal of Product Innovation Management, Vol: 3

This article brings together some of the recent literature on “industry platforms” and shows how it relates to managing innovation within and outside the firm as well to dealing with technological and market disruptions and change over time. First, we define the term “platform” and why this concept seems to have become increasingly important for researchers and managers. Second, we clarify differences in the literature with regard to how to define different types of platforms and associated economic, managerial, and strategic concepts. Third, we review the case of Intel and other examples to illustrate the range of technological, strategic, and business challenges that platform leaders and their competitors face as markets and technologies evolve. Finally, we identify practices associated with effective platform leadership and avenues for future research to deepen our understanding of this important phenomenon and what firms can do to manage platform-related competition and innovation.

Journal article

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.

Journal article

Gawer A, 2011, What Managers Need to Know About Platforms, The European Business Review, Pages: 40-43, ISSN: 1754-5501

Journal article

Gawer A, 2011, Platforms, Markets and Innovation, ISBN: 9781848447899

With a multidisciplinary approach, this book will strongly appeal to academics and advanced students in management, innovation, strategy, economics and design. It will also prove an enlightening read for business managers in IT industries.

Book

Gawer A, 2011, Platforms, Markets and Innovation, ISBN: 9781848447899

With a multidisciplinary approach, this book will strongly appeal to academics and advanced students in management, innovation, strategy, economics and design. It will also prove an enlightening read for business managers in IT industries.

Book

Kahl S, 2011, Book Review: Book Review, Organization Studies, Vol: 32, Pages: 571-573, ISSN: 0170-8406

Journal article

Gawer A, 2011, Platforms Dynamics and Strategies: From Products to Services, Platforms, Markets and Innovation, Editors: Gawer, Publisher: Edward Elgar Publishing, Pages: 45-76, ISBN: 978-1-84844-789-9

Research on platforms, while vibrant, is still in need of a stronger conceptual framing. This chapter aims to contribute to this important task by presenting the first conceptual categorization of platforms: a typology of platforms in context. This typology identifies the context in which different types of platforms appear in industries or are described in the literature. Internal platforms, supply-chain platforms and industry platformes are identified as ideal types of platforms. The chapter provides definitions, examples, and comparison between these different types of platforms along a number of relevant dimensions. The chapter then suggests an evolutionary perpective on platform emergence, aiming to answer the question: under which conditions can we expect industry platform dynamics to emerge. The second part of this chapter aims to answer a second question: In the context of platform industry dynamics, what kind of platform strategies shoudl firms devise, depending on whether they are incumbents or new entrants? The chapter provides an answer as describing appropriate combinations of 'coring' and 'tipping' strategies, depending on firms' capabilities.

Book chapter

Gawer A, 2010, Platforms, Markets and Innovation: An Introduction, Platforms, Markets and Innovation, Editors: Gawer, Publisher: Edward Elgar Publishing, Pages: 1-16, ISBN: 9781848440708

This chapter presents an overview of the book 'Platforms, Markets and Innovation' and summarizes each of its 14 chapters of cutting-edge research on technological platforms. Industry platforms such as Google or Microsoft Windows, embedded in industrial ecosystems, have redesigned our industrial landscapes, upset the balance of power between firms, fostered innovation and raised new questions on competition and innovation. Annabelle Gawer presents cutting-edge contributions from 24 top international scholars from the disciplines of strategy, economics, innovation, and organizations studies. The book offers a step towards an empirically based, nuanced udnerstanding of the nature of platforms and the implications they hold for the evolution of industrial innovation. With a multidisciplinary approach, this book will strongly appeal to academics and advanced students in management, innovation, strategy, economics and design.

Book chapter

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.

Journal article

Gawer A, 2009, Platforms, Markets and Innovation, Cheltenham, UK and Northampton, US, Publisher: Edward Elgar Publishing Limited, ISBN: 978-1-84844-789-9

The emergence of platforms is a novel phenomenon impacting most industries, from products to services. Industry platforms such as Microsoft Windows or Google, embedded within industrial ecosystems, have redesigned our industrial landscapes, upset the balance of power between firms, fostered innovation, and raised new questions on competition and innovation. Annabelle Gawer presents leading-edge contributions from 24 top international scholars from 19 universities across Europe, the USA and Asia, from the disciplines of strategy, economics, innovation, organisations, 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. With a multidisciplinary approach, this book will strongly appeal to academics and advanced students in management, innovation, strategy, economics and design. It will also prove an enlightening read for business managers in IT industries.

Book

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

What factors and processes drive value appropriation and value creation in interdependent industry ecosystems? This paper explores this issue through a case study comparing the deployment of the i-mode mobile Internet service in two countries, seeking the reasons behind its contrasting fortunes: spectacular success in Japan vs failure in Europe. The comparison between network operators NTT Docomo in Japan and KPN in the Netherlands suggests that differences in the underlying industry architectures explain why similar platform strategies led to such different outcomes. The paper contributes to the literature on industry architecture by unpacking the interaction between evolutionary processes, industry architecture, and business strategies. It also contributes to the platforms literature, by positing that firms' ability to successfully pursue platform strategies depends on industry architecture.

Journal article

Gawer A, Cusumano MA, 2008, How Companies Become Platform Leaders, MIT Sloan Management Review, Vol: 49, Pages: 28-35

Under the right circumstances, companies of any size can grow to become platform leaders. And particular business and technology decisions can help platform-leader wannabes achieve their goals.

Journal article

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

Journal article

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

Journal article

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.

Journal article

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.

Book

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