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Product-focused incumbents such as engineering companies and carmakers increasingly create and capture value with digital extensions for their physical products. Concurrently, these incumbents also face platform entrants such as Google and Apple providing substitutes for these digital extensions. Scholars suggest that a viable strategic response to the entry of platforms is coopetition, the interplay of cooperation and competition. However, little is known about which coopetition strategy can best protect the digital extensions of product-focused incumbents. We address this gap with a longitudinal case study of "InnoCar," a European carmaker whose digital extensions – car-specific digital services that enhance the driving experience, such as real-time navigation and infotainment – were attacked by Google and Apple. InnoCar defended these extensions with the distinct slipstream strategy, which comprises two phases. An incumbent first cooperates with platform entrants and product rivals to establish shared demand-related complementary assets and then competes with platform entrants on the quality of digital extensions. We develop a conceptual framework for how to execute the slipstream strategy and provide boundary conditions for its application. Our paper contributes to the coopetition literature and research on incumbent-platform entrant dynamics. [ABSTRACT FROM AUTHOR]

Prior research mainly assumed that the dynamic capabilities (DCs) of small and medium-sized enterprises (SMEs) manifest in specific business processes, such as product development processes, portfolio planning, and customer management. Although that research significantly enhanced our understanding of how DCs benefit SMEs' growth and innovation, scholars assumed away the question of how archetypical SME attributes, such as low professionalization of strategy work and high informality, might lead to distinct enactment of DCs in interactional patterns rather than in formalized business processes. This study thus built on recent theorizing on the interactional substrates of DC enactment and examined how practitioners perform the sensing and seizing of entrepreneurial opportunities and the according transformation of their assets and organisation in practice. The findings reveal a set of social practices that describe how SMEs effectively reconfigure their assets and operations without a recourse to process formalization. The dynamization of these practices unfolded through specific styles of communicatively embodied interaction: i.e., resonant, generative, and coordinative communication. By offering a communicative explanation of DC enactment, the findings contribute empirical substantiation and novel insights into the idea that organisational communication is a critical component of DC development and deployment. [ABSTRACT FROM AUTHOR]

Research on the strategies of innovation and transaction platforms has skyrocketed in recent years. However, most studies have examined the strategies of platforms where one side is populated by consumers or freelancers. Less is known about innovation and transaction platforms that connect larger businesses (B2B), as characteristic for billion-dollar industries such as manufacturing and telecommunication. To address this issue, our symposium assembles papers that discuss how B2B platforms compete and govern. Together, these papers advance our understanding of the distinctiveness of B2B platform strategies. Leading Generational Transition in B2B Platform Technologies Author: Saeed Khanagha; Vrije U. Amsterdam Author: Shahzad Ansari; U. of Cambridge Leading as a Complementor: The Evolution of the Confederated B2B Platform Ecosystem Author: Marin Jovanovic; Copenhagen Business School Author: Ivanka Visnjic; ESADE Business School Author: David Sjödin; Luleå U. of Technology Author: Vinit Parida; Luleå U. of Technology Governance of B2B Marketplaces in Nascent Markets Author: Christian Bruck; WU Vienna U. of Economics and Business Author: Alexander Engelmann; WU Vienna U. of Economics and Business Author: Georg Reischauer; WU Vienna U. of Economics and Business Author: Werner Helmut Hoffmann; WU Vienna U. of Economics and Business From Supply Chains to Industrial Platforms: A Conceptual Model of Platform Emergence and Growth Author: Patrick Figge; U. of Passau Author: Carolin Haeussler; U. of Passau Author: Moritz Maier; U. of Passau Author: Robin Nowak; U. of Passau Author: Anastasiya Wiesmueller; U. of Passau [ABSTRACT FROM AUTHOR]

Ecosystem identity -- the mutual understanding of the central, enduring, and distinctive features of an ecosystem value proposition -- is key to the growth of incumbent ecosystems. It is established by ecosystem orchestrators through framing tactics. However, little is known about how orchestrators frame to strengthen ecosystem identity when facing new rivals. We address this gap with a longitudinal qualitative study of a European carmaker whose location-based mobility services ecosystem was challenged by Google. The carmaker deployed distinct framing tactics -- straightening up, future-proofing, and valorising -- each time incumbents questioned the ecosystem's future. In doing so, the carmaker gradually revitalized the identity and continued the growth of its ecosystem while other carmakers abandoned their own respective ecosystems in favour of Google. Based on these findings, we advance a process model for strengthening the identity of incumbent ecosystems after new rival entry. We contribute to research on ecosystems and the framing literature. [ABSTRACT FROM AUTHOR]

In this paper, we study how to govern ecosystems that are not based on digital platforms to generate digital innovation. Drawing upon an in-depth case study of an ecosystem in the automotive industry, we identify distinct ecosystem governance activities, generative effects of the parallel engagement of these activities, and antecedents in the ecosystem's technological environment. Based on these insights, we develop a contingency framework of ecosystem governance for digital innovation. We propose that the parallel engagement of governance activities generates digital innovation as it strikes an ecosystem-wide balance between exploration and exploitation as well as between multilateralism and unilateralism. Our study advances research on the governance of ecosystems that are not based on digital platforms. [ABSTRACT FROM AUTHOR]

The dominant logic is one the most prominent concepts for describing the structure, function and effects managerial and organizational cognition in individual organizations. Since its introduction over thirty years ago, the concept continues to inform a variety of research conversations in the field of strategic management. The existing studies, however, seem to conceptualize and assess the concept in different ways, thereby limiting its explanatory value. This paper reports on a systematic review and analyses of how researchers have interpreted and applied the dominant logic in their theorizing and empirics. The analyses reveal that the conceptualizations of dominant logic revolve around five definitional categories: cognitive concepts, values, decision premises, routines, and organizational structures. Empirical approaches, similarly, vary depending on the study design: While interpretive-descriptive methodologies tend to portray "everything" as the dominant logic of an organization, interpretive-explanatory studies usually dimensionalize certain aspects and then associate its dimensions with specific outcomes such as patterns in strategic acquisitions, or firm performance. More positivist, deductive approaches typically assess the dominant logic either as shared orientations towards "something", or as structural similarity. Based on these insights, we draw conclusions on how to improve both, conceptual clarity and empirical approaches to capture the dominant logic in a more valid way. [ABSTRACT FROM AUTHOR]

The concept of the dominant logic, defined as a historically conditioned shared mental model, has been used as explanation for a variety of organizational phenomena, such as strategic performances, or organizational change. However, the different studies seem to define the concept in different ways, thereby decreasing its conceptual validity. A systematic review of existing studies shows that the large amount of definitional components can be clustered into five first-order categories (i.e. frames, values, premises, routines and structures); these, again can be divided into two higher-level categories: mental and materialized structures. While the different definitions are imprecise, they seem to be commensurable and to revolve around the same underlying concepts, but look at them from different angles. To increase conceptual clarity of the concept, we recommend that future studies precisely specify (i) the constitutive components they look at, and (ii) the proposed combinations and interactions of those constituents in order to make the logic of their interdependence more transparent. [ABSTRACT FROM AUTHOR]

Dynamic capabilities (DC) are crucial for firms to achieve strategic renewal. Despite the growing number of empirical studies, no standard scale exists for measuring dynamic capabilities. This hampers systematic empirical confrontation of the concept, and comparability of the findings. The present paper presents a first step in the development of a standardized dynamic capabilities scale based on Teece's (2007) model, employing a rigorous, empirical scale development procedure of (i) item generation, (ii) scale purification, and (iii) scale confirmation. The resulting scale comprises 19 items, measuring sensing (search and reflection), seizing, and transforming capacities. It shows high reliability, construct and criterion-related validity, and is a solid predictor of business performance, and innovation performance. The findings also have theoretical implications for DC research. [ABSTRACT FROM AUTHOR]