Marshall Van Alstyne - Academia.edu (original) (raw)
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Papers by Marshall Van Alstyne
Proceedings - Academy of Management, Aug 1, 2023
Academy of Management Proceedings
Social Science Research Network, 2022
Social Science Research Network, 2014
ABSTRACT This article provides an encyclopedic survey of the platform strategy literature and is ... more ABSTRACT This article provides an encyclopedic survey of the platform strategy literature and is organized around launch strategies, governance, and competition. A platform strategy is the mobilization of a networked business platform to expand into and operate in a given market. A business platform, in turn, is a nexus of rules and infrastructure that facilitate interactions among network users. A platform may also be viewed as a published standard, together with a governance model, that facilitates third party participation. Platforms provide building blocks that serve as the foundation for complementary products and services. They also match buyers with suppliers, who transact directly with each other using system resources and are generally subject to network effects. Examples include operating systems, game consoles, payment systems, ride sharing platforms, smart grids, healthcare networks, and social networks.
Social Science Research Network, 2022
Communications of The ACM, Jun 25, 2018
Social Science Research Network, 2020
Extant research has popularized the perspective that strong network effects produce “winner-take-... more Extant research has popularized the perspective that strong network effects produce “winner-take-all” outcomes. This leads platforms to grow their user bases and encourages investors to subsidize them. Platforms with large user bases, however, have both succeeded and failed. Central questions for investors and managers are then: When is a large user base insufficient to dominate a market and how do investments in users drive platform value? In answer, we develop a model of inter-temporal effects and within-period network effects. The within-period effect only yields contemporaneous user attraction, while the inter-temporal effect contributes to user stickiness across periods. Strong within-period network effects that do not persist across periods can stall platform value. Using Groupon panel data, we empirically estimate these two effects on users' participation choices. Our results show that Groupon has a moderately strong attraction within a period but weak attraction across periods. Reduced stickiness lowers user value. Using model parameters, we then compare various investment strategies to increase platform value. In our context, common marketing practices to attract customers offer inferior returns compared to platform design investments that increase stickiness. Overall, these findings remind managers not to overemphasize user acquisition marketing when network effects do not persist and instead focus on platform design.
Social Science Research Network, May 23, 1998
Communications of The ACM, Jul 23, 2015
Seeking a better approach to pharmaceutical research and development.
Management Information Systems Quarterly, 2017
Frederic Jenny, Alejandra Palacios Prieto, Pierre Regibeau, Carmelo Cennamo, Jacques Cremer, Marc... more Frederic Jenny, Alejandra Palacios Prieto, Pierre Regibeau, Carmelo Cennamo, Jacques Cremer, Marco Iansiti, and Georgios Petropoulos
NIM marketing intelligence review, Apr 27, 2017
Communications of The ACM, Oct 27, 2014
Communications of The ACM, Mar 23, 2023
Proposing a framework for a decentralized market where no one party controls the flow of informat... more Proposing a framework for a decentralized market where no one party controls the flow of information.
Management Science, Jul 1, 2018
Strategic Management Journal, May 11, 2011
RePEc: Research Papers in Economics, Feb 1, 2021
Proceedings - Academy of Management, Aug 1, 2023
Academy of Management Proceedings
Social Science Research Network, 2022
Social Science Research Network, 2014
ABSTRACT This article provides an encyclopedic survey of the platform strategy literature and is ... more ABSTRACT This article provides an encyclopedic survey of the platform strategy literature and is organized around launch strategies, governance, and competition. A platform strategy is the mobilization of a networked business platform to expand into and operate in a given market. A business platform, in turn, is a nexus of rules and infrastructure that facilitate interactions among network users. A platform may also be viewed as a published standard, together with a governance model, that facilitates third party participation. Platforms provide building blocks that serve as the foundation for complementary products and services. They also match buyers with suppliers, who transact directly with each other using system resources and are generally subject to network effects. Examples include operating systems, game consoles, payment systems, ride sharing platforms, smart grids, healthcare networks, and social networks.
Social Science Research Network, 2022
Communications of The ACM, Jun 25, 2018
Social Science Research Network, 2020
Extant research has popularized the perspective that strong network effects produce “winner-take-... more Extant research has popularized the perspective that strong network effects produce “winner-take-all” outcomes. This leads platforms to grow their user bases and encourages investors to subsidize them. Platforms with large user bases, however, have both succeeded and failed. Central questions for investors and managers are then: When is a large user base insufficient to dominate a market and how do investments in users drive platform value? In answer, we develop a model of inter-temporal effects and within-period network effects. The within-period effect only yields contemporaneous user attraction, while the inter-temporal effect contributes to user stickiness across periods. Strong within-period network effects that do not persist across periods can stall platform value. Using Groupon panel data, we empirically estimate these two effects on users' participation choices. Our results show that Groupon has a moderately strong attraction within a period but weak attraction across periods. Reduced stickiness lowers user value. Using model parameters, we then compare various investment strategies to increase platform value. In our context, common marketing practices to attract customers offer inferior returns compared to platform design investments that increase stickiness. Overall, these findings remind managers not to overemphasize user acquisition marketing when network effects do not persist and instead focus on platform design.
Social Science Research Network, May 23, 1998
Communications of The ACM, Jul 23, 2015
Seeking a better approach to pharmaceutical research and development.
Management Information Systems Quarterly, 2017
Frederic Jenny, Alejandra Palacios Prieto, Pierre Regibeau, Carmelo Cennamo, Jacques Cremer, Marc... more Frederic Jenny, Alejandra Palacios Prieto, Pierre Regibeau, Carmelo Cennamo, Jacques Cremer, Marco Iansiti, and Georgios Petropoulos
NIM marketing intelligence review, Apr 27, 2017
Communications of The ACM, Oct 27, 2014
Communications of The ACM, Mar 23, 2023
Proposing a framework for a decentralized market where no one party controls the flow of informat... more Proposing a framework for a decentralized market where no one party controls the flow of information.
Management Science, Jul 1, 2018
Strategic Management Journal, May 11, 2011
RePEc: Research Papers in Economics, Feb 1, 2021