Abstract
| Original language | English |
|---|---|
| Journal | Journal of Management Information Systems |
| Volume | 35 |
| Issue number | 1 |
| Pages (from-to) | 180-219 |
| Number of pages | 40 |
| ISSN | 0742-1222 |
| DOIs | |
| Publication status | Published - 2018 |
Keywords
- Digital infrastructures
- Digital platforms
- Financial technologies
- Mobile payments
- Network economies
- Online competition
- Strategic groups
Cite this
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Disentangling Digital Platform Competition : The Case of UK Mobile Payment Platforms. / Kazan, Erol; Tan, Chee-Wee; Lim, Eric T. K.; Sørensen, Carsten; Damsgaard, Jan.
In: Journal of Management Information Systems, Vol. 35, No. 1, 2018, p. 180-219.Research output: Contribution to journal › Journal article › Research › peer-review
TY - JOUR
T1 - Disentangling Digital Platform Competition
T2 - The Case of UK Mobile Payment Platforms
AU - Kazan, Erol
AU - Tan, Chee-Wee
AU - Lim, Eric T. K.
AU - Sørensen, Carsten
AU - Damsgaard, Jan
PY - 2018
Y1 - 2018
N2 - Digital platforms confer competitive advantage through superior architectural configurations. There is, however, still a dearth of research that sheds light on the competitive attributes that define platform competition from an architectural standpoint. To disentangle platform competition, we opted for the mobile payment market in the United Kingdom as our empirical setting. By conceptualizing digital platforms as layered modular architectures and embracing the theoretical lens of strategic groups, this study supplements prior research by deriving a taxonomy of platform profiles that is grounded on the strategic dimensions of value creation and value delivery architectures. We discover that mobile payment platforms could be delineated based on: (1) whether they are integrative or integratable on their value creation architecture; and (2) whether they have direct, indirect, or open access on their value delivery architecture. The preceding attributes of value creation architecture and value delivery architecture aided us in identifying six profiles associated with mobile payment platforms, which in turn led us to advance three competitive strategies that could be pursued by digital platforms in network economies.
AB - Digital platforms confer competitive advantage through superior architectural configurations. There is, however, still a dearth of research that sheds light on the competitive attributes that define platform competition from an architectural standpoint. To disentangle platform competition, we opted for the mobile payment market in the United Kingdom as our empirical setting. By conceptualizing digital platforms as layered modular architectures and embracing the theoretical lens of strategic groups, this study supplements prior research by deriving a taxonomy of platform profiles that is grounded on the strategic dimensions of value creation and value delivery architectures. We discover that mobile payment platforms could be delineated based on: (1) whether they are integrative or integratable on their value creation architecture; and (2) whether they have direct, indirect, or open access on their value delivery architecture. The preceding attributes of value creation architecture and value delivery architecture aided us in identifying six profiles associated with mobile payment platforms, which in turn led us to advance three competitive strategies that could be pursued by digital platforms in network economies.
KW - Digital infrastructures
KW - Digital platforms
KW - Financial technologies
KW - Mobile payments
KW - Network economies
KW - Online competition
KW - Strategic groups
KW - Digital infrastructures
KW - Digital platforms
KW - Financial technologies
KW - Mobile payments
KW - Network economies
KW - Online competition
KW - Strategic groups
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U2 - 10.1080/07421222.2018.1440772
DO - 10.1080/07421222.2018.1440772
M3 - Journal article
VL - 35
SP - 180
EP - 219
JO - Journal of Management Information Systems
JF - Journal of Management Information Systems
SN - 0742-1222
IS - 1
ER -