Disentangling Digital Platform Competition: The Case of UK Mobile Payment Platforms

• 成果类型: Article
• 署名作者: Kazan, Erol; Tan, Chee-Wee; Lim, Eric T. K.; Sorensen, Carsten; Damsgaard, Jan
• 署名单位: Copenhagen Business School; University of New South Wales Sydney; University of London; London School Economics & Political Science
• 刊物名称: JOURNAL OF MANAGEMENT INFORMATION SYSTEMS
• ISSN/ISSBN: 0742-1222
• DOI: 10.1080/07421222.2018.1440772
• 发表日期: 2018
• 页码: 180-219
• 关键词: STRATEGIC GROUPS; information-technology; DYNAMIC CAPABILITIES; boundary resources; BUSINESS STRATEGY; VALUE CREATION; INNOVATION; industry; firm; Rivalry

摘要

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.