Share:


Construction of network entrepreneurial platform leadership characteristics model: based on the grounded theory

    Jianlin Pan Affiliation
    ; Jie Lin Affiliation

Abstract

With the embedding of internet technology, the entrepreneurial model has been gradually developing from  traditional single linear channel into network platform with symbiotic multi-platform. Platform leadership is the most important part of the new one and has been caught greatest attention. This paper put forward a new conception of network entrepreneurial platform leadership innovatively. By the integrated use of the Classical Grounded theory, the Procedure Grounded Theory and the Construction Grounded Theory, it adopted the normative research process of open coding, axial coding and selective coding to refine 34 concept—multi-node interactive, cross-level coupling relationship, etc, and formed  11 fundamental categories which include platform leadership power, network organization entrepreneurial mode, etc. Then, we analyzed the interactions between categories, based on which, a double-level and three-type-characteristics model were ultimately built. The study was finished by both two methods of statistical software and manual operation. In order to improve the reliability and validity of the study, it invited another coder to test the category subordination collaboratively, and used matched group to test the theoretical saturation.  

Keyword : platform, platform leadership, network entrepreneurial platform leadership, two-sided market, network organization, The Grounded Theory

How to Cite
Pan, J., & Lin, J. (2019). Construction of network entrepreneurial platform leadership characteristics model: based on the grounded theory. Journal of Business Economics and Management, 20(5), 958-978. https://doi.org/10.3846/jbem.2019.10618
Published in Issue
Aug 6, 2019
Abstract Views
1737
PDF Downloads
1318
Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

References

Adner, R., & Kapoor, R. (2010). Value creation in innovation ecosystems: how the structure of technological interdependence affects firm performance in new technology generations. Strategic Management Journal, 31(3), 306-333. https://doi.org/10.2139/ssrn.1353582

Akbar, Y. H., & Tracogna, A. (2018). The sharing economy and the future of the hotel industry: Transaction cost theory and platform economics. International Journal of Hospitality Management, 71, 91-101. https://doi.org/10.1016/j.ijhm.2017.12.004

Aldiabat, K. M., & Navenec, L. (2018). Data saturation: the mysterious step in grounded theory method. The Qualitative Report, 23(1), 245-261.

Bartunek, J. M., Rynes, S. L., & Ireland, R. D. (2006). What makes management research interesting and why does it matter? Academy of Management Journal, 49(1), 9-15. https://doi.org/10.5465/amj.2006.20785494

Cusumano, M. A. (2011). Platform wars come to social media. Communications of the ACM, 54(4), 31-33. https://doi.org/10.1145/1924421.1924433

Dougherty, D., & Dunne, D. (2011). Organizing ecologies of complex innovation. Organization Science, 22(5), 1214-1223. https://doi.org/10.1287/orsc.1100.0605

Fang, Y. H., & Tan, Q. M. (2017). Research on leadership strategy of new industry innovation platform based on evolutionary game. Science and Technology Management Research, 12, 159-166.

Fassinger, R. E. (2005). Paradigms, praxis, problems, and promise: Grounded theory in counseling psychology Research. Journal of Counseling Psychology, 52(2), 156-166. https://doi.org/10.1037/0022-0167.52.2.156

Gawer, A. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research Policy, 43(7), 1239-1249. https://doi.org/10.5465/ambpp.2014.278

Gawer, A., & Cusumano, M. A. (2007). Platform leadership: How Intel, Microsoft and Cisco drive industry innovation. Guangdong: Guangdong Economic Press.

Gawer, A., & Henderson, R. (2007). Platform owner entry and innovation in complementary markets: Evidence from Intel. Journal of Economics and Management Strategy, 16(1), 1-34. https://doi.org/10.1111/j.1530-9134.2007.00130.x

Glaer, B. G., Strauss, A. L., & Strutzel, E. (1968). The discovery of grounded theory: strategies for qualitative research. Nursing Research, 17(4), 377-380. https://doi.org/10.1097/00006199-196807000-00014

Iansiti, M., & Levien, R. (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Harvard Business School Press.

Jia, X. D., & Tan, X. H. (2010). The actual value of the classical grounded theory and its spirit to China management Research. Chinese Journal of Management, 7(5), 656-665.

Langley, P., & Leyshon, A. (2017). Platform capitalism: the intermediation and capitalization of digital economic circulation. Finance and Society, 3(1), 11-31. https://doi.org/10.2218/finsoc.v3i1.1936

Lee, S. M., Kim, T., Noh, Y., & Lee, B. (2010). Success factors of platform leadership in web 2.0 service business. Service Business, 4(2), 89-103. https://doi.org/10.1007/s11628-010-0093-3

Luo, M., & Du, H. Y. (2018). Real options in platform leadership. China Industrial Economics, 2, 82-99.

McIntyre, D. P., & Srinivasan, A. (2017). Networks, platforms, and strategy: Emerging views and next steps. Strategic Management Journal, 38(1), 141-160. https://doi.org/10.1002/smj.2596

Nambisan, S., & Sawhney, M. (2011). Orchestration processes in network-centric innovation: evidence from the field. Academy of Management Perspectives, 25(3), 40-57. https://doi.org/10.5465/AMP.2011.63886529

Nambisan, S., Siegel, D., & Kenney, M. (2018). On open innovation, platforms, and entrepreneurship. Strategic Entrepreneurship Journal, 12(3), 354-368. https://doi.org/10.1002/sej.1300

Parker, G., & Van Alstyne, M. (2012). A digital postal platform: definitions and a roadmap. America: The MIT Center of Digital Business.

Patton, M. Q. (2002). Qualitative evaluation and research methods (3rd ed.). CA: Sage Publications.

Perrons, R. K. (2009). The open kimono: how Intel balances trust and power to maintain platform leadership. Research Policy, 38(8), 1300-1312. https://doi.org/10.1016/j.respol.2009.06.009

Rieger, K. L. (2019). Discriminating among grounded theory approaches. Nursing Inquiry, 26(1), 1-12. https://doi.org/10.1111/nin.12261

Rietveld, J., & Eggers, J. P. (2018). Demand heterogeneity in platform markets: Implications for complementors. Organization Science, 29(2), 304-322. https://doi.org/10.1287/orsc.2017.1183

Rochet, J., & Tirole, J. (2003). Platform competition in two-sided markets. Journal of European Economic Association, 1(4), 990-1029. https://doi.org/10.1162/154247603322493212

Sako, M. (2018). Technology strategy and management business ecosystems: how do they matter for innovation? Communications of the ACM, 61(4), 1-7. https://doi.org/10.1145/3185780

Täuscher, K., & Laudien, S. M. (2018). Understanding platform business models: A mixed methods study of marketplaces. European Management Journal, 36(3), 319-329. https://doi.org/10.1016/j.emj.2017.06.005

Timonen, V., Foley, G., & Conlon, C. (2018). Challenges when using grounded theory: a pragmatic introduction to doing GT research. International Journal of Qualitative Methods, 17(1), 1-10. https://doi.org/10.1177/1609406918758086

Tura, N., Kutvonen, A., & Ritala, P. (2018). Platform design framework: conceptualisation and application. Technology Analysis & Strategic Management, 30(8), 881-894. https://doi.org/10.1080/09537325.2017.1390220

Van Alstyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy. Harvard Business Review, 94(4), 54-62.

West, J., & Wood, D. (2011). Tradeoffs of open innovation platform leadership: The rise and fall of Symbian Ltd. Stanford Social Science and Technology Seminar (pp. 1-46).

Wiesche, M., Jurisch, M. C., Yetton, P. W., & Krcmar, H. (2017). Grounded theory methodology in information systems research. MIS Quarterly, 41(3), 685-701. https://doi.org/10.25300/MISQ/2017/41.3.02