Approaching indirectly to complementors and taking neutral position in platform: exploratory research on the progression from a start-up to a platform leader

Yusuke Hoshino and Yoshiyuki Matsumura

International Journal of Entrepreneurship and Small Business, 2018, vol. 35, issue 3, 266-281

Abstract: How does a small start-up become a platform leader from the viewpoint of inducing complementors? Previous researches on platform management seem to focus on platform design and the relationship between complementors and platform leaders. However, samples used in these researches are large, established leaders, and strategies for start-ups have not been studied in detail. From single case studies about the progression of a Japanese platform leader, we found that collaborations with organisations at the centre of networks are useful because: 1) these collaborations provide start-ups paths to complementors; 2) these collaborations enhance the trustworthiness of start-ups; 3) the higher the number of collaborations, the more neutral the position enjoyed by platform leaders, even as start-ups.

Keywords: start-up; entrepreneur; platform management; platform leader; complementor; inter-organisational relationship; neutrality; industry broker; business-to-business electronic marketplace. (search for similar items in EconPapers)
Date: 2018
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=95906 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijesbu:v:35:y:2018:i:3:p:266-281

Access Statistics for this article

More articles in International Journal of Entrepreneurship and Small Business from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().