Pub Date : 2022-07-14DOI: 10.1177/00081256221107421
Junjie Zhou, X. Wan
In the traditional offline context, the mental health industry suffers from poor local demand and a lack of trustworthy supply. Emerging digital platforms can solve this problem to a large extent by building network effects. How to build network effects is a primary issue for mental health platforms. This article explores this problem by investigating two cases from China. Platform firms can design mechanisms to increase user scale, multiply user roles, facilitate user engagement, and enhance user trust on platforms. The pioneer platform and the later entrant can implement different strategies for building network effects.
{"title":"How to Build Network Effects on Online Platforms for Mental Health","authors":"Junjie Zhou, X. Wan","doi":"10.1177/00081256221107421","DOIUrl":"https://doi.org/10.1177/00081256221107421","url":null,"abstract":"In the traditional offline context, the mental health industry suffers from poor local demand and a lack of trustworthy supply. Emerging digital platforms can solve this problem to a large extent by building network effects. How to build network effects is a primary issue for mental health platforms. This article explores this problem by investigating two cases from China. Platform firms can design mechanisms to increase user scale, multiply user roles, facilitate user engagement, and enhance user trust on platforms. The pioneer platform and the later entrant can implement different strategies for building network effects.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"20 - 46"},"PeriodicalIF":10.0,"publicationDate":"2022-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45092131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-07-14DOI: 10.1177/00081256221107420
E. Anderson, H. Bhargava, J. Boehm, Geoffrey G. Parker
Many of the most successful firms—such as Alibaba, Google, and Uber—operate platforms. Electric vehicles (EVs) are platform goods as well because value comes from the vehicle plus complementary providers. Gasoline vehicles are also platform goods, but managers in the industry can ignore that because the refueling network is mature. However, temporal and structural differences in network effects for electric vehicles make it crucial for EV firms to incorporate platform strategies. This article explains these differences and outlines the key platform strategy decisions that EV firms need to make, including platform network coordination, launch, and openness.
{"title":"Electric Vehicles Are a Platform Business: What Firms Need to Know","authors":"E. Anderson, H. Bhargava, J. Boehm, Geoffrey G. Parker","doi":"10.1177/00081256221107420","DOIUrl":"https://doi.org/10.1177/00081256221107420","url":null,"abstract":"Many of the most successful firms—such as Alibaba, Google, and Uber—operate platforms. Electric vehicles (EVs) are platform goods as well because value comes from the vehicle plus complementary providers. Gasoline vehicles are also platform goods, but managers in the industry can ignore that because the refueling network is mature. However, temporal and structural differences in network effects for electric vehicles make it crucial for EV firms to incorporate platform strategies. This article explains these differences and outlines the key platform strategy decisions that EV firms need to make, including platform network coordination, launch, and openness.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"135 - 154"},"PeriodicalIF":10.0,"publicationDate":"2022-07-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44191865","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-06-19DOI: 10.1177/00081256221099326
Asta Pundziene, T. Gutmann, Marc Schlichtner, D. Teece
During the last decade, MedTech companies started to invest in building digital healthcare platforms to maintain their competitiveness in the Digital Economy. However, launching a new digital platform business revealed several challenges that MedTech incumbents must overcome, including value impedance. This is caused by digital transformation gaps, which, when left unmanaged, can stall digital healthcare platforms’ growth and even lead to their demise. This article distills four dynamic capabilities: sensing the internal environment, value-capturing through connectedness, orchestrating silos, and transforming organizational boundaries. These mitigate value impedance and bestow competitive advantage to MedTech incumbents’ digital platform business.
{"title":"Value Impedance and Dynamic Capabilities: The Case of MedTech Incumbent-Born Digital Healthcare Platforms","authors":"Asta Pundziene, T. Gutmann, Marc Schlichtner, D. Teece","doi":"10.1177/00081256221099326","DOIUrl":"https://doi.org/10.1177/00081256221099326","url":null,"abstract":"During the last decade, MedTech companies started to invest in building digital healthcare platforms to maintain their competitiveness in the Digital Economy. However, launching a new digital platform business revealed several challenges that MedTech incumbents must overcome, including value impedance. This is caused by digital transformation gaps, which, when left unmanaged, can stall digital healthcare platforms’ growth and even lead to their demise. This article distills four dynamic capabilities: sensing the internal environment, value-capturing through connectedness, orchestrating silos, and transforming organizational boundaries. These mitigate value impedance and bestow competitive advantage to MedTech incumbents’ digital platform business.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"108 - 134"},"PeriodicalIF":10.0,"publicationDate":"2022-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45052260","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-24DOI: 10.1177/00081256221094307
Hakan Ozalp, Pinar Ozcan, Dize Dinçkol, Markos Zachariadis, A. Gawer
Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have begun to enter highly regulated industries systematically and effectively. It presents a four-stage process model of platform entry, which we term as “digital colonization.” This involves provision of data infrastructure services to regulated incumbents; data capture in the highly regulated industry; provision of data-driven insights; and design and commercialization of new products and services. The article clarifies platforms’ sources of competitive advantage in highly regulated industries and concludes with managerial and policy recommendations.
{"title":"“Digital Colonization” of Highly Regulated Industries: An Analysis of Big Tech Platforms’ Entry into Health Care and Education","authors":"Hakan Ozalp, Pinar Ozcan, Dize Dinçkol, Markos Zachariadis, A. Gawer","doi":"10.1177/00081256221094307","DOIUrl":"https://doi.org/10.1177/00081256221094307","url":null,"abstract":"Digital platforms have disrupted many sectors but have not yet visibly transformed highly regulated industries. This study of Big Tech entry in healthcare and education explores how platforms have begun to enter highly regulated industries systematically and effectively. It presents a four-stage process model of platform entry, which we term as “digital colonization.” This involves provision of data infrastructure services to regulated incumbents; data capture in the highly regulated industry; provision of data-driven insights; and design and commercialization of new products and services. The article clarifies platforms’ sources of competitive advantage in highly regulated industries and concludes with managerial and policy recommendations.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"78 - 107"},"PeriodicalIF":10.0,"publicationDate":"2022-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46113574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-05-23DOI: 10.1177/00081256221094876
Samuel Tang, C. Higgins
Summary Considerable resources are invested in producing sustainability reports, yet few organizations reap the transparency benefits they promise. This article explores the way ten leading global fashion companies use a combination of data visualization and placement, stakeholder-driven interactive content, and multi-media and immersive content to build the trust necessary to improve their reporting and transparency. While few organizations have the resources of the global fashion giants, this article proposes a four-stage framework that guides managers through a step-change of systematic and targeted improvement.
{"title":"Do Not Forget the “How” along with the “What”: Improving the Transparency of Sustainability Reports","authors":"Samuel Tang, C. Higgins","doi":"10.1177/00081256221094876","DOIUrl":"https://doi.org/10.1177/00081256221094876","url":null,"abstract":"Summary Considerable resources are invested in producing sustainability reports, yet few organizations reap the transparency benefits they promise. This article explores the way ten leading global fashion companies use a combination of data visualization and placement, stakeholder-driven interactive content, and multi-media and immersive content to build the trust necessary to improve their reporting and transparency. While few organizations have the resources of the global fashion giants, this article proposes a four-stage framework that guides managers through a step-change of systematic and targeted improvement.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"65 1","pages":"44 - 63"},"PeriodicalIF":10.0,"publicationDate":"2022-05-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46979308","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-04-15DOI: 10.1177/00081256221086038
Marcus Holgersson, Carliss Y. Baldwin, H. Chesbrough, Marcel L. A. M. Bogers
Summary Ecosystems are the result of a delicate balance between centripetal forces that push economic activities toward integration, and centrifugal forces that pull economic activities out onto the market. Ecosystems evolve when these forces change. For example, technological complementarities—the main source of centripetal force—are dynamic and may be commoditized, generalized, or standardized over time. Management and coordination also change: for example, open innovation practices enable firms to move innovation activities from the in-house R&D lab out into the ecosystem. This article discusses how such dynamics in technologies and management lead to ecosystem evolution.
{"title":"The Forces of Ecosystem Evolution","authors":"Marcus Holgersson, Carliss Y. Baldwin, H. Chesbrough, Marcel L. A. M. Bogers","doi":"10.1177/00081256221086038","DOIUrl":"https://doi.org/10.1177/00081256221086038","url":null,"abstract":"Summary Ecosystems are the result of a delicate balance between centripetal forces that push economic activities toward integration, and centrifugal forces that pull economic activities out onto the market. Ecosystems evolve when these forces change. For example, technological complementarities—the main source of centripetal force—are dynamic and may be commoditized, generalized, or standardized over time. Management and coordination also change: for example, open innovation practices enable firms to move innovation activities from the in-house R&D lab out into the ecosystem. This article discusses how such dynamics in technologies and management lead to ecosystem evolution.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":" ","pages":"5 - 23"},"PeriodicalIF":10.0,"publicationDate":"2022-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45050178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-27DOI: 10.1177/00081256221083352
M. Jacobides
As industry boundaries dissolve and digitalization grows apace, ecosystems are becoming increasingly important. Yet for all the excitement and Big-Tech envy, there is little guidance for how to create ecosystems. How should a firm best engage? Should it become a partner to someone else’s ecosystem, or build its own? Should it focus on a broad range of digitally connected services, or narrow down? How should we think about ecosystem value proposition, governance, and complementor choice? And, what is the case for investment in ecosystems? Drawing on recent research and projects with leading firms, this article offers a framework for understanding, engaging in, and building business ecosystems.
{"title":"How to Compete When Industries Digitize and Collide: An Ecosystem Development Framework","authors":"M. Jacobides","doi":"10.1177/00081256221083352","DOIUrl":"https://doi.org/10.1177/00081256221083352","url":null,"abstract":"As industry boundaries dissolve and digitalization grows apace, ecosystems are becoming increasingly important. Yet for all the excitement and Big-Tech envy, there is little guidance for how to create ecosystems. How should a firm best engage? Should it become a partner to someone else’s ecosystem, or build its own? Should it focus on a broad range of digitally connected services, or narrow down? How should we think about ecosystem value proposition, governance, and complementor choice? And, what is the case for investment in ecosystems? Drawing on recent research and projects with leading firms, this article offers a framework for understanding, engaging in, and building business ecosystems.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"99 - 123"},"PeriodicalIF":10.0,"publicationDate":"2022-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48676474","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-03-11DOI: 10.1177/00081256221080747
Curtis M. Goldsby, M. Hanisch
Countless enterprise blockchains fail to live up to high expectations, often because the supporting governance structures are insufficiently established or have become stagnant. Based on interviews with 153 blockchain executives and an analysis of publicly documented use cases, this article offers a guide for blockchain scholars and practitioners. Its framework highlights the coordination and control challenges that exist in blockchain governance contexts and presents four generic governance modes to address them: chief, clan, custodian, and consortium. Managers can use these governance modes as a basis for four strategic moves (connecting, isolating, loosening, and tightening) to navigate blockchain governance challenges.
{"title":"The Boon and Bane of Blockchain: Getting the Governance Right","authors":"Curtis M. Goldsby, M. Hanisch","doi":"10.1177/00081256221080747","DOIUrl":"https://doi.org/10.1177/00081256221080747","url":null,"abstract":"Countless enterprise blockchains fail to live up to high expectations, often because the supporting governance structures are insufficiently established or have become stagnant. Based on interviews with 153 blockchain executives and an analysis of publicly documented use cases, this article offers a guide for blockchain scholars and practitioners. Its framework highlights the coordination and control challenges that exist in blockchain governance contexts and presents four generic governance modes to address them: chief, clan, custodian, and consortium. Managers can use these governance modes as a basis for four strategic moves (connecting, isolating, loosening, and tightening) to navigate blockchain governance challenges.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"141 - 168"},"PeriodicalIF":10.0,"publicationDate":"2022-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41861900","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-15DOI: 10.1177/00081256221077470
Robert A. Ritz
Climate change has risen to board level on the corporate agenda. Under pressure from institutional investors, companies are reformulating their strategies for a low-carbon world. A novel aspect of the emerging corporate response is that executive compensation is being linked to climate performance. This article examines the different ways that climate-linked incentive pay is used at European and U.S. energy majors, and it develops a framework—aimed at companies in “hard-to-decarbonize” sectors—to understand the benefits, challenges, and key design options. It also makes recommendations on how this organizational practice might be refined over time.
{"title":"Linking Executive Compensation to Climate Performance","authors":"Robert A. Ritz","doi":"10.1177/00081256221077470","DOIUrl":"https://doi.org/10.1177/00081256221077470","url":null,"abstract":"Climate change has risen to board level on the corporate agenda. Under pressure from institutional investors, companies are reformulating their strategies for a low-carbon world. A novel aspect of the emerging corporate response is that executive compensation is being linked to climate performance. This article examines the different ways that climate-linked incentive pay is used at European and U.S. energy majors, and it develops a framework—aimed at companies in “hard-to-decarbonize” sectors—to understand the benefits, challenges, and key design options. It also makes recommendations on how this organizational practice might be refined over time.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"124 - 140"},"PeriodicalIF":10.0,"publicationDate":"2022-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48871559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-01DOI: 10.1177/00081256211070335
Maxim Sytch, Yong H. Kim, S. Page
How can companies develop and maintain global supply chain networks that are robust—that is, capable of maintaining an uninterrupted flow of goods and materials—when confronted with a geographically spreading disruption that could cause the shutdown of multiple suppliers at once? To answer this question, this article combines an empirical analysis of supply chain networks of three global automotive manufacturers with computational experiments. The results reveal that even when a small fraction of buyers adopt regionalizing supplier-selection practices—those in which a buyer chooses geographically proximate suppliers, whether to the buyer or its current suppliers—the supply chain network becomes more robust.
{"title":"Supplier-Selection Practices for Robust Global Supply Chain Networks: A Simulation Of The Global Auto Industry","authors":"Maxim Sytch, Yong H. Kim, S. Page","doi":"10.1177/00081256211070335","DOIUrl":"https://doi.org/10.1177/00081256211070335","url":null,"abstract":"How can companies develop and maintain global supply chain networks that are robust—that is, capable of maintaining an uninterrupted flow of goods and materials—when confronted with a geographically spreading disruption that could cause the shutdown of multiple suppliers at once? To answer this question, this article combines an empirical analysis of supply chain networks of three global automotive manufacturers with computational experiments. The results reveal that even when a small fraction of buyers adopt regionalizing supplier-selection practices—those in which a buyer chooses geographically proximate suppliers, whether to the buyer or its current suppliers—the supply chain network becomes more robust.","PeriodicalId":9605,"journal":{"name":"California Management Review","volume":"64 1","pages":"119 - 142"},"PeriodicalIF":10.0,"publicationDate":"2022-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43338219","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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