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Disentangling digital platform competition:the case of UK mobile payment platforms

Erol Kazan, Chee-Wee Tan, Eric T.K Lim, Carsten Sørensen and Jan Damsgaard

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: Digital platforms confer competitive advantage through superior architectural configurations. There is however still a dearth of research that sheds light on the competitive attributes which define platform competition from an architectural standpoint. To disentangle platform competition, we opted for the mobile payment market in the United Kingdom (UK) 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 whether they are: (1) integrative or integratable on their value creation architecture; and (2) 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.

Keywords: Competition; digital infrastructures; digital platforms; financial technologies; mobile payments; network economies; strategic groups (search for similar items in EconPapers)
JEL-codes: J50 (search for similar items in EconPapers)
New Economics Papers: this item is included in nep-com, nep-pay and nep-reg
Date: 2018-03-30
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Published in Journal of Management Information Systems, 30, March, 2018, 35(1), pp. 180-219. ISSN: 0742-1222

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