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��ࡱ�>�� ik����h��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������� �r��2bjbj��2j�}�}�* ���������������������8/ds��ol��������ooooooo$�p��s85o������5o����4jo����f����o��o���������! �u�� j��n`o0�o��ssf�s���/�s��k$��������5o5o� ����o�������������������������������������������������������������������������s���������� �: strategic management journal volume 43, issue 3, march 2022 1. title: platform ecosystems as meta-organizations: implications for platform strategies authors: tobias kretschmer, aija leiponen, melissa schilling, gurneeta vasudeva abstract: platform ecosystems have spurred new products and services, sparked innovation, and improved economic efficiency in various industries and technology sectors. a distinctive feature of the platform architecture is its modular and interdependent system of core and complementary components bound together by design rules and an overarching value proposition. accordingly, we conceptualize platforms as meta-organizations, or �organizations of organizations� that are less formal and less hierarchical structures than firms, and yet more closely coupled than traditional markets. to function successfully, however, platforms require coordination among multiple participants not all of whose interests are aligned. these organizational features of platforms raise many interesting and complex strategic challenges and hold implications for how platforms compete. in this paper, we discuss some of the most salient features of platform ecosystems as meta-organizations, specifically in terms of the sources of authority or power in the ecosystem, the motivation and incentives a platform creates to attract participants, and its governance and coordination structures. we then consider how papers appearing in this special issue inform us about the effects of these features on platform competition along three distinct dimensions: (a) with traditional incumbents as platforms enter and establish themselves in new markets, (b) with other platforms to secure an advantageous market position, and (c) with the different participants on the platform to share the value that has been created jointly. we close by identifying some promising directions for future research. 2. title: how incumbents respond to competition from innovative disruptors in the sharing economy�the impact of airbnb on hotel performance authors: hung-hao chang, d. daniel sokol abstract: this article investigates the impacts of airbnb on hotel demand and the price and nonprice response strategies of incumbent hotels to airbnb. we constructed a unique dataset of tourist hotels and airbnb listings before and after the entry of airbnb in taiwan. we found that the entry of airbnb makes the hotel industry more heterogeneous. low quality hotels compete on price with airbnb after airbnb's entry. in contrast, prices and the investment in service quality increase for high quality hotels. these findings suggest that high quality hotels reposition themselves in the higher end of the lodging market as a response strategy to the entry of airbnb. 3. title: liminal movement by digital platform-based sharing economy ventures: the case of uber technologies authors: raghu garud, arun kumaraswamy, anna roberts, le xu abstract: we explore the challenges that digital platform-based sharing economy ventures confront in establishing legitimacy for their business models by examining the dynamics that ensued when uber technologies deployed its ridesharing business model in four u.s. cities. uber entered each city to jump-start network effects by establishing cognitive legitimacy while deepening a sociopolitical legitimacy crisis that emerged due to mismatches between its business model and existing regulations. operating between existing categories, uber used a series of interrelated market and nonmarket strategies, which we label as liminal movement, to generate cognitive and sociopolitical legitimacy. 4. title: mutualism and the dynamics of new platform creation: a study of cisco and fog computing authors: saeed khanagha, shahzad (shaz) ansari, sotirios paroutis, luciano oviedo abstract: how firms respond to the emergence of dominant platforms that undermine their competitiveness remains a strategic puzzle. our longitudinal study shows how one incumbent, cisco, responded to such a challenge by creating a new platform, fog, without undermining the dominant platform, cloud, where it played a complementor role. by developing a process model we reveal how a firm in a peripheral role in a platform ecosystem can reposition itself through a dynamic mix of material, symbolic and institutional actions to develop and legitimize an alternative platform. this can be done first through symbiosis with the dominant platform, then partial competition with it. we theorize the value of a mutualistic �rising tide lifts all boats� strategy in contrast to hostile �winner takes all� approaches. 5. title: user preferences and strategic interactions in platform ecosystems authors: claudio panico, carmelo cennamo abstract: user demand affects the emergence and growth of platform ecosystems through indirect network effects. but how do these effects play out in the strategies of platform providers and complementors as the ecosystem evolves? we study how user preferences for ecosystem innovativeness (complement novelty and quality) and ecosystem size (number of complementors/complements), and demand-based economies of scale, shape the strategic interactions between the platform provider and the complementors in the ecosystem. using an analytical model, we identify the conditions that give rise to a trade-off between ecosystem innovativeness and size; when (and why) this trade-off generates a tension between value co-creation and appropriation among ecosystem participants; and the strategic implications for ecosystem competitiveness and for the different stages of the ecosystem's evolution. 6. title: from proprietary to collective governance: how do platform participation strategies evolve? authors: siobhan o'mahony, rebecca karp abstract: when platform leaders change the rules guiding who can access and control a platform, the strategies of those who create value from the platform can be upended. little research examines how platform participants adapt their strategies when a platform leader changes the rules governing access and control. we trace how participation with a development platform evolved under four different governance modes with varied access and control conditions. participation intensity increased as access opened but decreased when platform leadership became unclear. distributed platform leadership emerged only once the platform was collectively governed. rather than assume that all firm participation complements a platform, we show how firms guardedly participate with open and collective platforms in ways that can either extend or subvert a platform's vitality. 7. title: investigating the mix of strategic choices and performance of transaction platforms: evidence from the crowdfunding setting authors: gary dushnitsky, evila piva, cristina rossi-lamastra abstract: the platform literature offers keen insights on the pricing and non-pricing strategies that transaction platforms undertake. we supplement this work by studying how platforms mix together their strategic choices and the association with platforms� performance. to that end, we focus on crowdfunding platforms; a prominent setting of transaction platforms. we present an inductive large-n study of the population of 788 crowdfunding platforms that operated in eu-15 countries up to 2018. our contribution is threefold: (a) identifying common mixes of strategic choices; (b) tracking deviations from these mixes; and (c) associating these with platforms� survival and growth. we discuss our findings and how they advance knowledge at the intersection of the platform and strategic management literatures. 8. title: platform governance matters: how platform gatekeeping affects knowledge sharing among complementors authors: yuchen zhang, jingjing li, tony w. tong abstract: orchestrating complementors' value creation activities is critical to platform owners but is challenging. emerging literature on platform governance suggests that platform access control can shape complementors' contributions to platforms. we extend this literature by using the coopetition framework from strategic management to examine the relationship between platform gatekeeping, a prominent policy for governing platform access, and knowledge sharing among complementors. exploiting the ios 7 jailbreak as an exogenous shock to apple's gatekeeping policy and tracing ios and android app developers' knowledge sharing activity on an online forum, we find causal evidence that a lapse in gatekeeping reduces knowledge sharing among ios app developers. further, this effect is mitigated among developers with greater knowledge complexity but magnified among those with greater knowledge routineness. 9. title: complementary components and returns from coordination within ecosystems via standard setting authors: cameron d. miller, puay khoon toh abstract: when and how does a firm generate positive returns for itself as it coordinates technological development in ecosystems via standard setting? we depart from the convention of examining a firm's disclosed standard essential patents (seps), to instead focus on its nondisclosed complementary components. using data from the information and communication technology industry from 1988 to 2010, we demonstrate that a firm that discloses seps generates higher returns when it has more nondisclosed complementary components, especially when they are firm-specific. we further demonstrate the mechanism by showing at a component level that disclosure raises the value of nondisclosed complementary components. findings suggest that adopting a systemic perspective over the firm's entire portfolio to include its complementary components provides a more comprehensive understanding of returns from coordination within ecosystems. 10. title: platforms for the people: enabling civic crowdfunding through the cultivation of institutional infrastructure authors: danielle logue, matthew grimes abstract: digital platforms offer a promising contemporary means for encouraging social innovation through cross-sector collaboration. yet although such �social-mission platforms� are equipped to facilitate a high number of arms-length transactions, they are conversely ill-equipped to provide the necessary consensus which typically characterizes successful examples of cross-sector collaboration. employing an in-depth archival case study of a civic crowdfunding platform, we surface a process model of social-mission platform creation, which exposes the dilemmas such platforms encounter as they attempt to navigate user growth, and the importance of institutional infrastructure for overcoming these dilemmas. these findings and our emergent model thus contribute new theory regarding the creation of digital platforms for enabling cross-sector collaboration and social innovation, while bridging the emerging body of research on platforms with institutional theory.     $&./169:;<=?h���ʹʹʧ��xd\oa3h�;h�;5�ojqj^jh�"�hu<�5�ojqj^jh�ud5�ojqj^jo(h�"�h�"�o(&h�"�h�"�5�cjojqj^jajo( hw�5�cjojqj^jajo(hw�5�cjojqj^jajh 2e5�cjojqj^jaj#h�;h�;5�cjojqj^jaj h�;5�cjojqj^jajo(#h�"�h�"�5�cjojqj^jaj 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