Towards a Disruptive Digital Platform Model

Erol Kazan

Research output: Book/ReportPh.D. thesisResearch

Abstract

Digital platforms are layered modular information technology architectures that support disruption. Digital platforms are particularly disruptive, as they facilitate the quick release of digital innovations that may replace established innovations. Yet, despite their support for disruption, we have not fully understood how such digital platforms can be strategically designed and configured to facilitate disruption. To that end, this thesis endeavors to unravel disruptive digital platforms from the supply perspective that are grounded on strategic digital platform design elements. I suggest that digital platforms leverage on three strategic design elements (i.e., business, architecture, and technology design) to create supportive conditions for facilitating disruption. To shed light on disruptive digital platforms, I opted for payment platforms as my empirical context and unit of analysis. Through primary and secondary data sources, findings suggest that digital platforms with an Analyzer and Prospector strategy profile have favorable conditions to facilitate disruption. It is envisioned that insights gleaned from multiple cases will contribute towards bridging existing knowledge gaps in strategic management, digital platforms, and open innovation literature.
Digital platforms are layered modular information technology architectures that support disruption. Digital platforms are particularly disruptive, as they facilitate the quick release of digital innovations that may replace established innovations. Yet, despite their support for disruption, we have not fully understood how such digital platforms can be strategically designed and configured to facilitate disruption. To that end, this thesis endeavors to unravel disruptive digital platforms from the supply perspective that are grounded on strategic digital platform design elements. I suggest that digital platforms leverage on three strategic design elements (i.e., business, architecture, and technology design) to create supportive conditions for facilitating disruption. To shed light on disruptive digital platforms, I opted for payment platforms as my empirical context and unit of analysis. Through primary and secondary data sources, findings suggest that digital platforms with an Analyzer and Prospector strategy profile have favorable conditions to facilitate disruption. It is envisioned that insights gleaned from multiple cases will contribute towards bridging existing knowledge gaps in strategic management, digital platforms, and open innovation literature.
LanguageEnglish
Place of PublicationFrederiksberg
PublisherCopenhagen Business School [Phd]
Number of pages153
ISBN (Print)9788793579965
ISBN (Electronic)9788793579972
StatePublished - 2018
SeriesPhD Series
Number25.2018
ISSN0906-6934

Cite this

Kazan, E. (2018). Towards a Disruptive Digital Platform Model. Frederiksberg: Copenhagen Business School [Phd]. PhD Series, No. 25.2018
Kazan, Erol. / Towards a Disruptive Digital Platform Model. Frederiksberg : Copenhagen Business School [Phd], 2018. 153 p. (PhD Series; No. 25.2018).
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Kazan, E 2018, Towards a Disruptive Digital Platform Model. PhD Series, no. 25.2018, Copenhagen Business School [Phd], Frederiksberg.

Towards a Disruptive Digital Platform Model. / Kazan, Erol.

Frederiksberg : Copenhagen Business School [Phd], 2018. 153 p.

Research output: Book/ReportPh.D. thesisResearch

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Kazan E. Towards a Disruptive Digital Platform Model. Frederiksberg: Copenhagen Business School [Phd], 2018. 153 p. (PhD Series; No. 25.2018).