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dc.contributor.authorKhanagha, Sen
dc.contributor.authorAnsari, Sen
dc.contributor.authorParoutis, Sen
dc.contributor.authorOviedo, Len
dc.date.accessioned2020-02-14T00:30:13Z
dc.date.available2020-02-14T00:30:13Z
dc.identifier.issn0143-2095
dc.identifier.urihttps://www.repository.cam.ac.uk/handle/1810/302106
dc.description.abstractHow firms respond to the emergence of dominant platforms that undermine their competitiveness remains a strategic puzzle. Our longitudinal study shows how one incumbent, Cisco, responded to such a challenge by creating a new platform, Fog, without undermining the dominant platform, Cloud, where it played a complementor role. By developing a process model we reveal how a firm in a peripheral role in a platform ecosystem can reposition itself through a dynamic mix of material, symbolic and institutional actions to develop and legitimize an alternative platform. This can be done first through symbiosis with the dominant platform, then partial competition with it. We theorize the value of a mutualistic “rising tide lifts all boats” strategy in contrast to hostile “winner takes all” approaches
dc.publisherWiley-Blackwell
dc.rightsAttribution 4.0 International (CC BY)
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.titleMutualism and the dynamics of new platform creation: a study of Cisco and Fog computingen
dc.typeArticle
prism.publicationNameStrategic Management Journalen
prism.volume0en
dc.identifier.doi10.17863/CAM.49182
dcterms.dateAccepted2020-02-04en
rioxxterms.versionofrecord10.1002/smj.3147en
rioxxterms.versionVoR
rioxxterms.licenseref.urihttp://www.rioxx.net/licenses/all-rights-reserveden
rioxxterms.licenseref.startdate2020-02-04en
dc.identifier.eissn1097-0266
rioxxterms.typeJournal Article/Reviewen
cam.issuedOnline2020-03-23en
cam.orpheus.successWed Apr 15 08:35:01 BST 2020 - Embargo updated*
cam.orpheus.counter1*
rioxxterms.freetoread.startdate2100-01-01


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Attribution 4.0 International (CC BY)
Except where otherwise noted, this item's licence is described as Attribution 4.0 International (CC BY)