A typology of multi-platform integration strategies

被引:5
|
作者
Schreieck, Maximilian [1 ,5 ]
Ondrus, Jan [2 ]
Wiesche, Manuel [3 ]
Krcmar, Helmut [4 ]
机构
[1] Univ Innsbruck, Innsbruck, Austria
[2] ESSEC Business Sch, Singapore City, Singapore
[3] Tech Univ Dortmund, Dortmund, Germany
[4] Tech Univ Munich, Garching, Germany
[5] Univ Innsbruck, Univ str 15, A-6020 Innsbruck, Austria
关键词
complementarities; digital platforms; multi-platform integration strategy; platform integration; BOUNDARY RESOURCES; EMPIRICAL-ANALYSIS; DIGITAL PLATFORMS; VALUE CREATION; COMPETITION; INNOVATION; COMPLEMENTARITIES; PRODUCT; CAPABILITIES; PERFORMANCE;
D O I
10.1111/isj.12450
中图分类号
G25 [图书馆学、图书馆事业]; G35 [情报学、情报工作];
学科分类号
1205 ; 120501 ;
摘要
Big Tech companies such as Alphabet (Google), Apple, Meta (Facebook), Alibaba, and Tencent have repeatedly demonstrated their capability to integrate multiple digital platforms successfully. However, the grasp of how multi-platform integration strategies are articulated and the potential benefits they bring forth remains limited. Previous research has predominantly focused on launch, growth, and competition strategies for single platforms, prompting us to develop a typology of four multi-platform integration strategies: collection, consolidation, symbiosis, and assemblage. For each strategy, we examine what complementarities are generated and provide real-world examples. Subsequently, we delve into a discussion of the limitations and implications associated with the integration of multiple digital platforms. We conclude by proposing avenues for future research on multi-platform integration strategies.
引用
收藏
页码:828 / 853
页数:26
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