IS

Saha, Rajib L.

Topic Weight Topic Terms
0.244 market competition competitive network markets firms products competing competitor differentiation advantage competitors presence dominant structure
0.229 platform platforms dynamics ecosystem greater generation open ecosystems evolution two-sided technologies investigate generations migration services
0.136 technology investments investment information firm firms profitability value performance impact data higher evidence diversification industry
0.110 collaboration support collaborative facilitation gss process processes technology group organizations engineering groupware facilitators use work
0.109 effect impact affect results positive effects direct findings influence important positively model data suggest test

Focal Researcher     Coauthors of Focal Researcher (1st degree)     Coauthors of Coauthors (2nd degree)

Note: click on a node to go to a researcher's profile page. Drag a node to reallocate. Number on the edge is the number of co-authorships.

Mantena, Ravi 1
co-opetition 1 competitive strategy 1 game theory 1 network sharing 1
platform interconnections 1 technology platforms 1 two-sided markets 1

Articles (1)

Co-opetition Between Differentiated Platforms in Two-Sided Markets. (Journal of Management Information Systems, 2012)
Authors: Abstract:
    Technology is an important factor underlying the value propositions of intermediary platforms in two-sided markets. Here, we address two key questions related to the effect of technology in platform markets. First, how does technology asymmetry affect competition between platforms? Second, how does it affect the incentives for platforms to collaborate? Using a game-theoretic model of a two-sided market where technology strongly influences network value, we show that small asymmetries in platform technologies can translate into large differences in their profitability. We find that technology improvements by the inferior platform do not significantly increase its profits, but can reduce opportunities for fruitful cooperation, since collaboration is less likely in markets with closely matched competitors. We also show that collaboration is most profitable when it takes the form of direct network interconnection. Interestingly, collaboration may provide incentives for a dominant platform to accommodate entry, where it would not otherwise do so.