COURSE: Platforms and Ecosystems (Draft)

GENERATIVITY

Course Structure

  1. Introduction to ecosystems (16/14 pages)

What are Ecosystems , Platforms and Alliance constellations

Kapoor (2018)

Ecosystems versus supply chains and value chains

Ecosystems definitions

  • IndiaHikes (14/8 pages)

Building a new value creation opportunity, by organizing a market – develop an ecosystem. Should it move to become a platform? Ecosystem based disruption

  • Organizing the unorganized
  • Apple, Google and Smartphone (5 pages)

Building an ecosystem. Platform based disruption

  • Ecosystem competition
  • Open vs closed systems
  • Ecosystem orchestration
  • Winner take all market
  • Fasten: Challenging Uber and Lyft with a New Business Model (23/12 pages)
  • Strength of Network Effects
  • Vulnerability to Multihoming
  • Degree of Network Clustering
  • TESLA (21/13 pages)

Building and growing an ecosystem – How do develop an ecosystem?

Ecosystem bottleneck management

  • Clash of the Two Giants

Simulation game

  • ZBJ (14/11 pages)

Managing the challenge of disintermediation in platform strategy

  • Facebook Meta (11 pages)

Platform strategy transformation

  • Ant group (22/8 pages)

Network bridging

  1. Putting it all together

Five aspects that drive ecosystem performance

  • Strength of Network Effects
  • Vulnerability to Multihoming
  • Degree of Network Clustering
  • Risk of Disintermediation
  • Opportunities for Network Bridging

Teaching Cases

NPCIL Case (National Payment Corporation of India)

Ant Group

Facebook and Meta

Tesla

Iphone Apple and Google

ZBJ

Fasten

IndiaHikes

Practice references (HBR and MIT Sloan)

BCG (2022) What-is-your-business-ecosystem-strategy-mar-2022. Boston Consulting Group

Birkinshaw (2019) Ecosystem Businesses Are Changing the Rules of Strategy Harvard Business Review

Furr & Shipilov (2020) HBS Building_the_Right_Ecosystem_for innovation

HBR (2019) Analyzing Network Why Some Platforms Thrive and Others Don’t

Iansiti, M., & Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68-78.

Jacobides (2019) Ecosystem strategies. Harvard Business Review

Jacobides, M. G. (2019). In the ecosystem economy, what’s your strategy. Harvard Business Review, 97(5), 128-137.

Jacobides, M. G. (2022). How to compete when industries digitize and collide an ecosystem development framework. California Management Review, 64(3), 99-123.

Reeves, M., Lotan, H., Legrand, J., & Jacobides, M. G. (2019). ow business ecosystems rise (and often fall). MIT Sloan Management Review, 60(4), 1-6.

Academic references

Background

Kapoor, R. 2018. Ecosystems: broadening the locus of value creation. Journal of Organization Design, 7(1), 12.

Adner R. 2016. Ecosystem as structure. Journal of Management, 43(1):39-58.

Kretschmer, T., Leiponen, A., Schilling, M, & Vasudeva, G. (2020). [Special Issue Intro Article] Platform ecosystems as meta-organizations: Implications for platform strategies, Strategic Management Journal, 43(3).

Value Creation

Adner R, Kapoor R. 2010. Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generation. Strategic Management Journal, 31(3):306-333.

Boudreau KJ. 2012. Let a thousand flowers bloom? An early look at large numbers of software app developers and patterns of innovation. Organization Science 23(5): 1409-1427.

Ceccagnoli, M., Forman, C., Huang, P., & Wu, D. J. (2012). Co-creation of value in a platform ecosystem: The case of enterprise software. MIS Quarterly, 36(1), 263–290.

Value Capture, Complementor Strategies & Platform Owner-Complementor interactions.

Gawer A, Henderson R. 2007. Platform owner entry and innovation in complementary markets: Evidence from Intel. Journal of Economics & Management Strategy, 16(1): 1-34

Zhu F, Liu Q. 2018. Competing with complementors: An empirical look at Amazon.com. Strategic Management Journal 39(10): 2618-2642.

Miller, C.D., & Toh, PK. (2022). Complementary components and returns from coordination within ecosystems via standard setting. Strategic Management Journal, 43(3): 627 – 662.

Kapoor R, Agarwal S. 2017. Sustaining superior performance in business ecosystems: Evidence from application software developers in the iOS and Android smartphone ecosystems. Organization Science, 28(3), 531–551.

Additional Readings

Dougherty D, Dunne DD. 2011. Organizing ecologies of complex innovation. Organization Science, 22(5): 1214-1223.

Pierce L. 2009. Big Losses in ecosystem niches: How core firm decisions drive complementary product shakeouts. Strategic Management Journal, 30:323-347.

Cennamo, C., & Santalo, J. (2013). Platform competition: Strategic trade-offs in platform markets. Strategic Management Journal, 34(11), 1331–1350.

Kapoor, R., & Lee, J. M. (2013). Coordinating and competing in ecosystems: How organizational forms shape new technology investments. Strategic Management Journal, 34(3), 274–296.

Adner R, Kapoor R. 2015. Innovation ecosystems and the pace of substitution: Re-examining technology s-curves. Strategic Management Journal, 37(4): 625-648.

Ansari S, Garud R, Kumaraswamy A. 2016. The disruptor’s dilemma: TiVo and the U.S. television ecosystem. Strategic Management Journal, 37(9): 1829-1853.

Jacobides MG, Cennamo C, Gawer A. 2018. Towards a theory of ecosystems. Strategic Management Journal, (39): 2255-2276.

Hannah, DP, Eisenhardt, KM. 2018. How firms navigate cooperation and competition in nascent ecosystems. Strat Mgmt J. 2018;39:3163–3192.

Wang, R.D., & Miller, C.D. (2020). Complementors’ engagement in an ecosystem: A study of publishers’ e-book offerings on Amazon Kindle. Strategic Management Journal, 41(1): 3 – 26.

Agarwal, S., Miller, C.D., & Ganco, M. (2023). Growing platforms within platforms: How platforms manage the adoption of complementor products in the presence of network effects. Strategic Management Journal, 44(8): 1879:1910.

Burford, N., Shipilov, AV, & Furr, N.F. 2022. How ecosystem structure affects firm performance in response to a negative shock to interdependencies. Strat Mgmt J. 2022;43:30–57.

Media

EU’s Breton tells Apple CEO to open its ecosystem to rivals (September 27, 2023)

Read more at:
https://brandequity.economictimes.indiatimes.com/news/digital/eus-breton-tells-apple-ceo-to-open-its-ecosystem-to-rivals/103978954?action=profile_completion&utm_source=Mailer&utm_medium=newsletter&utm_campaign=etbrandequity_news_2023-09-28&dt=2023-09-28&em=c3dhcG5pbGdhcmdAaWltaWRyLmFjLmlu

TEMPLATE FOR A SESSION

Session 2  
Objective:

   
HBS Case:		Why PPP? MOTIVATIONS AND DRIVERS OF PPP.  

Examine the various motivations and drivers for PPP. The pros and cons of narrowly/broadly focusing on one or more drivers will be highlighted and discussed.  
Daemmrich, A. A. & Cornell, M.I (2012). GlaxoSmithKline in Brazil: Public-Private Vaccine Partnerships. HBS Case 9-712-049. (15 pages)

Session 2   Objective:


HBS Case:		Why PPP? MOTIVATIONS AND DRIVERS OF PPP.  
Examine the various motivations and drivers for PPP. The pros and cons of narrowly/broadly focusing on one or more drivers will be highlighted and discussed.  

Daemmrich, A. A. & Cornell, M.I (2012). GlaxoSmithKline in Brazil: Public-Private Vaccine Partnerships. HBS Case 9-712-049. (15 pages)