Year: 2015
Type: article
Abstract: Digital platforms are disruptive IT artifacts, because they facilitate\nthe quick release of innovative platform derivatives from third parties. This\nstudy endeavors to unravel the disruptive potential, caused by distinct designs\nand configurations of digital platforms on market environments. We postulate\nthat the disruptive potential of digital platforms is determined by the degree of\nalignment among the business, technology and platform profiles. Furthermore,\nwe argue that the design and configuration of the aforementioned three\nelements dictates the extent to which open innovation is permitted. To shed\nlight on the disruptive potential of digital platforms, we opted for digital\npayment platforms as our unit of analysis. Through interviews with experts and\npayment providers, we seek to gain an in-depth appreciation of how\ncontemporary digital payment platforms are designed and configured to foster\nopen innovation. We envision that this study bridges existing knowledge gaps\nbetween digital platform and open innovation literature.
Authors: Erol Kazan, Chee‐Wee Tan, Eric T. K. Lim
Institutions: Copenhagen Business School, UNSW Sydney
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2898519355