Grassroots Resistance to Digital Platforms and Relational Business Model Design to Overcome It: A Conceptual Framework

Published Online:https://doi.org/10.1287/stsc.2020.0104

References

  • ACABA (2018) Demanda colectiva contra Airbnb interpuesta por sus propios anfitriones. Accessed October 9, 2019, http://asociacionacaba.com/acciones/.Google Scholar
  • Adner R (2017) Ecosystem as structure. J. Management 43(1):39–58.CrossrefGoogle Scholar
  • Airbnb (2020) An update on our work to serve all stakeholders. Accessed January 17, 2020, news.airbnb.com/serving-all-stakeholders/.Google Scholar
  • Alinsky SD (1971) Rules for Radicals: A Practical Primer for Realistic Radicals (Random House, New York).Google Scholar
  • Amit R, Zott C (2001) Value creation in E-business. Strategic Management J. 22(6–7):493–520.CrossrefGoogle Scholar
  • Amit R, Zott C (2015) Crafting business architecture: The antecedents of business model design. Strategic Entreprise J. 9(4):331–350.CrossrefGoogle Scholar
  • Ansari SS, Garud R, Kumaraswamy A (2016) The disruptor’s dilemma: TiVo and the U.S. television ecosystem. Strategic Management J. 37(9):1829–1853.CrossrefGoogle Scholar
  • Ashford S, Caza B, Reid E (2018) From surviving to thriving in the gig economy: A research agenda for individuals in the new world of work. Res. Organ. Behav. 38:23–41.CrossrefGoogle Scholar
  • Aversa P, Furnari S, Haefliger S (2015) Business model configurations and performance: A qualitative comparative analysis in Formula One racing 2005–2013. Indust. Corporate Change 24(3):655–676.CrossrefGoogle Scholar
  • Baden-Fuller C, Mangematin V (2013) Business models: A challenging agenda. Strategic Organ. 11(4):418–427.CrossrefGoogle Scholar
  • Baldassarri D, Diani M (2007) The integrative power of civic networks. Amer. J. Sociol. 113(3):735–780.CrossrefGoogle Scholar
  • Barney J (2018) Why resource-based theory’s model of profit appropriation must incorporate a stakeholder perspective. Strategic Management J. 39(13):3305–3325.CrossrefGoogle Scholar
  • Baron DP (2018) Disruptive entrepreneurship and dual purpose strategies: The case of Uber. Strategy Sci. 3(2):439–462.LinkGoogle Scholar
  • Baron DP, Diermeier D (2007) Strategic activism and nonmarket strategy. J. Econom. Management Strategy 16(3):599–634.CrossrefGoogle Scholar
  • BBC (2019) Accessed: 10 May 2019 Uber drivers stage UK strikes over pay and conditions. https://www.bbc.com/news/business-48190176.Google Scholar
  • Berends H, Smits A, Reymen I, Podoynitsyna K (2016) Learning while (re)configuring: Business model innovation processes in established firms. Strategic Organ. 14(3):181–219.CrossrefGoogle Scholar
  • Berg J, Furrer M, Harmon E, Rani U, Silberman MS (2018) Digital Labour Platforms and the Future of Work: Toward Decent Work in the Online World (International Labour Organization, Geneva).Google Scholar
  • Bloomberg (2019) Berlin housing backlash spurs drive to nationalize real estate. Accessed May 14, 2019, https://www.bloomberg.com/news/articles/2019-04-13/berlin-housing-backlash-spurs-drive-to-nationalize-real-estate.Google Scholar
  • Boudreau K (2010) Open platform strategies and innovation: granting access vs. devolving control. Management Sci. 56(10):1849–1872.LinkGoogle Scholar
  • Boudreau K, Jeppesen L (2015) Unpaid crowd complementors: The platform network effect mirage. Strategic Management J. 36(12):1761–1777.CrossrefGoogle Scholar
  • Brandenburger A, Nalebuff B (1995) The right game: Use game theory to shape strategy. Harvard Bus. Rev. 76(July–August):57–71.Google Scholar
  • Bridoux F, Stoelhorst JW (2014) Microfoundations for stakeholder theory: Managing stakeholders with heterogeneous motives. Strategic Management J. 35:107–125.CrossrefGoogle Scholar
  • Bridoux F, Stoelhorst JW (2016) Stakeholder relationships and social welfare: A behavioral theory of contributions to joint value creation. Acad. Management Rev. 41(2):229–251.CrossrefGoogle Scholar
  • Brickson SL (2007) Organizational identity orientation: The genesis of the role of the firm and distinct forms of social value. Acad. Management Rev. 32(3):864–888.CrossrefGoogle Scholar
  • Briscoe F, Gupta A (2016) Social activism in and around organizations. Acad. Management Ann. 10(1):671–727.CrossrefGoogle Scholar
  • Briscoe F, Safford S (2008) The Nixon-in-China effect: Activism, imitation, and the institutionalization of contentious practices. Admin. Sci. Quart. 53(3):460–491.CrossrefGoogle Scholar
  • Campbell AF (2019) Uber drivers strike: Thousands of drivers are striking in Los Angeles. Vox (March 25), https://www.vox.com/2019/3/25/18280718/uber-lyft-drivers-strike-la-los-angeles.Google Scholar
  • Carrasco C, Berrone P, Ricart JE, Volkhausen N (2019) Why do some cities respond negatively to the sharing economy? Exploring Airbnb’s Stakeholder Value Proposition in Barcelona. Working paper, IESE Business School, Barcelona, Spain.Google Scholar
  • Casadesus-Masanell R, Ricart JE (2010) From strategy to business models and onto tactics. Long Range Planning 43(2–3):195–215.CrossrefGoogle Scholar
  • Cennamo C (2020) Competing in digital markets: A platform-based perspective. Acad. Management Perspect. Forthcoming.Google Scholar
  • Cennamo C, Santalo J (2013) Platform competition: Strategic trade‐offs in platform markets. Strategic Management J. 34(11):1331–1350.CrossrefGoogle Scholar
  • Cennamo C, Santalo J (2019) Generativity tension and value creation in platform ecosystems. Organ. Sci. 30(3):617–641.LinkGoogle Scholar
  • Chesbrough H (2010) Business model innovation: Opportunities and barriers. Long Range Plannning 43(2–3):354–363.CrossrefGoogle Scholar
  • Chesky B (2018) Open letter to the Airbnb Community about building a 21st century company. Accessed January 28, 2020, https://news.airbnb.com/brian-cheskys-open-letter-to-the-airbnb-community-about-building-a-21st-century-company/.Google Scholar
  • Crilly D, Sloan P (2012) Enterprise logic: explaining corporate attention to stakeholders from the ‘inside‐out’. Strategic Management J. 33(10):1174–1193.CrossrefGoogle Scholar
  • Curchod C, Patriotta G, Cohen L, Neysen N (2019) Working for an algorithm: Power asymmetries and agency in online work settings. Admin. Sci. Quart., ePub ahead of print July 25, https://doi.org/10.1177/0001839219867024.CrossrefGoogle Scholar
  • Cusumano MA, Yoffie DB, Gawer A (2019) The Business of Platforms: Strategy in the Age of Digital Competition, Innovation, and Power (HarperCollins Publishers, New York).Google Scholar
  • Dattée B, Alexy O, Autio E (2018) Maneuvering in poor visibility: How firms play the ecosystem game when uncertainty is high. Acad. Management J. 61(2):466–498.CrossrefGoogle Scholar
  • David RJ, Sine WD, Haveman HA (2013) Seizing opportunity in emerging fields: How institutional entrepreneurs legitimated the professional form of management consulting. Organ. Sci. 24(2):356–377.LinkGoogle Scholar
  • Davis GF, McAdam D, Scott WR, Zald MN, eds. (2005) Social Movements and Organization Theory (Cambridge University Press).CrossrefGoogle Scholar
  • DeCelles KA, Sonenshein S, King BG (2020) Examining Anger’s immobilizing effect on institutional insiders’ action intentions in social movements. Admin. Sci. Quart. Forthcoming.CrossrefGoogle Scholar
  • Desai VM (2017) Collaborative stakeholder engagement: An integration between theories of organizational legitimacy and learning. Acad. Management J. 61(1):220–244.CrossrefGoogle Scholar
  • Dorobantu S, Odziemkowska K (2017) Valuing stakeholder governance: Property rights, community mobilization, and firm value. Strategic Management J. 38(13):2682–2703.CrossrefGoogle Scholar
  • Dorobantu S, Henisz WJ, Nartey L (2017) Not all sparks light a fire: Stakeholder and shareholder reactions to critical events in contested markets. Admin. Sci. Quart. 62(3):561–597.CrossrefGoogle Scholar
  • Dyer JH, Singh H (1998) The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Acad. Management Rev. 23(4):660–679.CrossrefGoogle Scholar
  • Edelman BG, Geradin D (2016) Efficiencies and regulatory shortcuts: How should we regulate companies like Airbnb and Uber? Stanford Technol. Law Rev. 19(2):293–328.Google Scholar
  • Eesley C, Decelles KA, Lenox M (2016) Through the mud or in the boardroom: Examining activist types and their strategies in targeting firms for social change. Strategic Management J. 37(12):2425–2440.CrossrefGoogle Scholar
  • Eisenmann TR, Parker G, Van Alstyne MW (2006) Strategies for two sided markets. Harvard Bus. Rev. 84(October):92–101.Google Scholar
  • El País (2019) Airbnb in Spain: The battle against vacation rentals spreads beyond Madrid. Accessed April 13, 2019, https://elpais.com/elpais/2019/03/28/inenglish/1553767032_107018.html.Google Scholar
  • Faulkner P, Runde J (2019) Theorizing the digital object. Management Informs. Syst. Quart. 43(4):1–24.Google Scholar
  • Financial Times (2016) Barcelona to fine Airbnb and HomeAway €600,000 each. Accessed March 20, 2019, https://www.ft.com/content/21a7e004-b253-11e6-9c37-5787335499a0.Google Scholar
  • Foss NJ, Saebi T (2017) Fifteen years of research on business model innovation: How far have we come, and where should we go? J. Management 43(1):200–227.Google Scholar
  • France 24 (2017) ‘This isn’t tourism, it’s an invasion,’ say protesters against mass tourism in Spain Accessed March 18, 2019, https://www.france24.com/en/20170807-spain-barcelona-tourism-airbnb-protests-demonstrations-italy-venice.Google Scholar
  • Freeman RE (1984) Strategic Management: A Stakeholder Perspective (Pitman, Boston, MA).Google Scholar
  • Freeman RE (2010) Strategic Management: A Stakeholder Approach (Cambridge University Press).CrossrefGoogle Scholar
  • Freeman RE, Harrison J, Wicks A, Parmar B, de Colle S (2010) Stakeholder Theory: The State of the Art (Cambridge University Press).CrossrefGoogle Scholar
  • Frooman J (1999) Stakeholder influence strategies. Acad. Management Rev. 24(2):191–205.CrossrefGoogle Scholar
  • Garud R, Jain S, Kumaraswamy A (2002) Institutional entrepreneurship in the sponsorship of common technological standards: The case of Sun Microsystems and Java. Acad. Management J. 45(1):196–214.CrossrefGoogle Scholar
  • Gassmann O, Frankenberger K, Csik M (2014) The Business Model Navigator: 55 Models That Will Revolutionise Your Business (Pearson Education Limited, London).Google Scholar
  • Gawer A (2014) Bridging differing perspectives on technological platforms: Toward an integrative framework. Res. Policy 43(7):1239–1249.Google Scholar
  • Gawer A, Cusumano MA (2014) Industry platforms and ecosystem innovation. J. Product Innovation Management 31(3):417–433.CrossrefGoogle Scholar
  • Gawer A, Henderson R (2007) Platform owner entry and innovation in complementary markets: Evidence from Intel. J. Econom. Management Strategy 16(1):1–34.CrossrefGoogle Scholar
  • Gawer A, Phillips N (2013) Institutional work as logics shift: The case of Intel’s transformation to platform leader. Organ. Stud. 34(8):1035–1071.CrossrefGoogle Scholar
  • Gieryn TF (2000) A space for place in sociology. Annu. Rev. Sociol. 26(1):463–496.CrossrefGoogle Scholar
  • Gurses K, Ozcan P (2015) Entrepreneurship in regulated markets: framing contests and collective action to introduce pay TV in the US. Acad. Management J. 58(6):1709–1739.CrossrefGoogle Scholar
  • Hagiu A (2006) Pricing and commitment by two‐sided platforms. RAND J. Econom. 37(3):720–737.CrossrefGoogle Scholar
  • Hagiu A, Spulber D (2013) First-party content and coordination in two-sided markets. Management Sci. 59(4):933–949.LinkGoogle Scholar
  • Hampel CE, Tracey P, Weber K (2019) The art of the pivot: How new ventures manage identification relationships with stakeholders as they change direction. Acad. Management J., ePub ahead of print April 4, https://doi.org/10.5465/amj.2017.0460.CrossrefGoogle Scholar
  • Harrison JS, Bosse DA, Phillips RA (2010) Managing for stakeholders, stakeholder utility functions, and competitive advantage. Strategic Management J. 31(1):58–74.CrossrefGoogle Scholar
  • Helfat CE, Raubitschek RS (2018) Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems. Res. Policy 47(8):1391–1399.CrossrefGoogle Scholar
  • Helliwell JF, Putman RD (2007) Education and social capital. East. Econom. J. 33(1):1–19.CrossrefGoogle Scholar
  • Henisz WJ, Dorobantu S, Nartey LJ (2014) Spinning gold: The financial returns to stakeholder engagement. Strategic Management J. 35(12):1727–1748.CrossrefGoogle Scholar
  • Hirschman AO (1970) Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States, vol. 25 (Harvard University Press, Cambridge, MA).Google Scholar
  • Iansiti M, Levien R (2004) The Keystone Advantage: What the New Dynamics of Business Ecosystems Mean for Strategy, Innovation, and Sustainability (Harvard Business Press, Cambridge, MA).Google Scholar
  • Ingram P, Yue LQ, Rao H (2010) Trouble in store: Probes, protests, and store openings by Wal-Mart 1998–2007. Am. J. Sociol. 116(1):53–92.CrossrefGoogle Scholar
  • Jacobides MG, MacDuffie JP, Tae CJ (2016) Agency, structure, and the dominance of OEMs: Change and stability in the automotive sector. Strategic Management J. 37(9):1942–1967.CrossrefGoogle Scholar
  • Jenkins JC (1983) Resource mobilization theory and the study of social movements. Annu. Rev. Sociol. 9(1):527–553.CrossrefGoogle Scholar
  • Jones TM, Harrison JS, Felps W (2018) How applying instrumental stakeholder theory can provide sustainable competitive advantage. Acad. Management Rev. 43(3):371–391.CrossrefGoogle Scholar
  • Kellogg KC (2011) Hot lights and cold steel: Cultural and political toolkits for practice change in surgery. Organ. Sci. 22(2):482–502.LinkGoogle Scholar
  • King BG (2008) A political mediation model of corporate response to social movement activism. Admin. Sci. Quart. 53(3):395–421.CrossrefGoogle Scholar
  • King BG, Soule SA (2007) Social movements as extra-institutional entrepreneurs: The effect of protests on stock price returns. Admin. Sci. Quart. 52(3):413–442.CrossrefGoogle Scholar
  • Klein PG, Mahoney JT, McGahan AM, Pitelis CN (2012) Who is in charge? A property rights perspective on stakeholder governance. Strategic Organ. 10(3):304–315.CrossrefGoogle Scholar
  • Klein PG, Mahoney JT, McGahan AM, Pitelis CN (2013) Capabilities and strategic entrepreneurship in public organizations. Strategic Entrepeneurship J. 7(1):70–91.CrossrefGoogle Scholar
  • Klein PG, Mahoney JT, McGahan AM, Pitelis CN (2019) Organizational governance adaptation: Who is in, who is out, and who gets what. Acad. Management Rev. 44(1):6–27.CrossrefGoogle Scholar
  • Koopman C, Mitchell M, Thierer A (2015) The sharing economy and consumer protection regulation: The case for policy change. J. Bus. Entrepreneurship Law 8(2):5–15.Google Scholar
  • La Vanguardia (2018) Manifestación en el centro de Barcelona contra la “expulsión de los vecinos.” Accessed April 10, 2019, https://www.lavanguardia.com/local/barcelona/20180512/443530444959/manifestacion-barcelona-expulsion-vecinos.html.Google Scholar
  • Laamanen T, Pfeffer J, Rong K, Van de Ven A (2018) Business models, ecosystems, and society in the sharing economy. Acad. Managment Discovery 3:213–219.CrossrefGoogle Scholar
  • Lee BH, Struben J, Bingham CB (2018) Collective action and market formation: An integrative framework. Strateg. Management J. 39(1):242–266.CrossrefGoogle Scholar
  • Lounsbury M, Ventresca M, Hirsch PM (2003) Social movements, field frames and industry emergence: A cultural–political perspective on US recycling. Socio-Economic Rev. 1(1):71–104.CrossrefGoogle Scholar
  • Marquis C, Battilana J (2009) Acting globally but thinking locally? The enduring influence of local communities on organizations. Res. Organ. Behav. 29:283–302.CrossrefGoogle Scholar
  • Marquis C, Glynn MA, Davis GF (2007) Community isomorphism and corporate social action. Acad. Management Rev. 32(3):925–945.CrossrefGoogle Scholar
  • Martin CJ (2016) The sharing economy: A pathway to sustainability or a nightmarish form of neoliberal capitalism? Ecological Econom. 121:149–159.CrossrefGoogle Scholar
  • Martins LL, Rindova VP, Greenbaum BE (2015) Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship J. 9(1):99–117.CrossrefGoogle Scholar
  • Massa FG (2016) Recasting community for online resisting work. Courpasson D, Vallas S, eds. The SAGE Handbook of Resistance (SAGE, Thousand Oaks, CA), 247–268.CrossrefGoogle Scholar
  • Massa L, Tucci CL, Afuah A (2017) A critical assessment of business model research. Acad. Management Ann. 11(1):73–104.CrossrefGoogle Scholar
  • McCarthy JD, Zald MN (1977) Resource mobilization and social movements: A partial theory. Amer. J. Sociol. 82(6):1212–1241.CrossrefGoogle Scholar
  • McEvily SK, Das S, McCabe K (2000) Avoiding competence substitution through knowledge sharing. Acad. Management Rev. 25(2):294–311.CrossrefGoogle Scholar
  • McIntyre DP, Srinivasan A (2017) Networks, platforms, and strategy: Emerging views and next steps. Strategic Management J. 38(1):141–160.CrossrefGoogle Scholar
  • Metro (2016) Deliveroo drivers are on strike all day today in row over pay. Accessed April 24, 2010, https://metro.co.uk/2016/08/11/deliveroo-drivers-strike-in-row-over-pay-6060741/.Google Scholar
  • Mitchell RK, Agle BR, Wood DJ (1997) Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Acad. Management Rev. 22(4):853–886.CrossrefGoogle Scholar
  • Moore JF (1996) The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems (HarperCollins, New York).Google Scholar
  • Nambisan S, Siegel D, Kenney M (2018) On open innovation, platforms, and entrepreneurship. Strategic Entrepreneurship J. 12(3):354–368.CrossrefGoogle Scholar
  • Nambisan S, Zahra SA, Luo Y (2019) Global platforms and ecosystems: Implications for international business theories. J. Internat. Bus. Studies 50(9):1464–1486.CrossrefGoogle Scholar
  • Navis C, Glynn MA (2010) How new market categories emerge: Temporal dynamics of legitimacy, identity, and entrepreneurship in satellite radio 1990–2005. Admin. Sci. Quart. 55(3):439–471.CrossrefGoogle Scholar
  • New York Times (2019) Uber and Lyft drivers gain labor clout, with help from an app. Accessed September 25, 2019, https://www.nytimes.com/2019/09/20/business/uber-lyft-drivers.html.Google Scholar
  • Olson M (1965) The Logic of Collective Action: Public Goods and the Theory of Groups (Harvard University Press, Cambridge, MA).CrossrefGoogle Scholar
  • Osterwalder A, Pigneur Y, Clark T, Smith A (2010) Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers (John Wiley & Sons, Hoboken, NJ).Google Scholar
  • Ostrom E (2000) Collective action and the evolution of social norms. J. Econom. Perspective 14(3):137–158.CrossrefGoogle Scholar
  • Ozcan P, Eisenhardt KM (2009) Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Acad. Management J. 52(2):246–279.CrossrefGoogle Scholar
  • Ozcan P, Gurses K (2018) Playing cat and mouse: Contests over regulatory categorization of dietary supplements in the United States. Acad. Management J. 61(5):1789–1820.CrossrefGoogle Scholar
  • Ozcan P, Santos FM (2015) The market that never was: Turf wars and failed alliances in mobile payments. Strategic Management J. 36(10):1486–1512.CrossrefGoogle Scholar
  • Paik Y, Kang S, Seamans R (2019) Entrepreneurship, innovation, and political competition: How the public sector helps the sharing economy create value. Strategic Management J. 40(4):503–532.CrossrefGoogle Scholar
  • Parmar BL, Freeman RE, Harrison JS, Wicks AC, Purnell L, De Colle S (2010) Stakeholder theory: The state of the art. Acad. Management Ann. 4(1):403–445.CrossrefGoogle Scholar
  • Parker GG, Van Alstyne MW, Choudary SP (2016) Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You (WW Norton and Company, New York).Google Scholar
  • Priem RL, Li S, Carr JC (2012) Insights and new directions from demand-side approaches to technology innovation, entrepreneurship, and strategic management research. J. Management 38(1):346–374.CrossrefGoogle Scholar
  • Rindova VP, Fombrun CJ (1999) Constructing competitive advantage: the role of firm–constituent interactions. Strategic Management J. 20(8):691–710.CrossrefGoogle Scholar
  • Rindova VP, Martins LL (2012) Show me the money: A multidimensional perspective on reputation as an intangible asset. Barnett ML, Pollock TG, eds. The Oxford Handbook of Corporate Reputation (Oxford University Press, Oxford, UK), 16–33.Google Scholar
  • Rindova VP, Petkova AP (2007) When is a new thing a good thing? Technological change, product form design, and perceptions of value for product innovations. Organ. Sci. 18(2):217–232.LinkGoogle Scholar
  • Rindova VP, Williamson IO, Petkova AP, Sever JM (2005) Being good or being known: An empirical examination of the dimensions, antecedents, and consequences of organizational reputation. Acad. Management J. 48(6):1033–1049.CrossrefGoogle Scholar
  • Ritter T, Lettl C (2018) The wider implications of business-model research. Long Range Planning 51(1):1–8.CrossrefGoogle Scholar
  • Robbins L (1935) An Essay on the Nature and Significance of Economic Science (MacMillan and Co., London).Google Scholar
  • Rochet J-C, Tirole J (2003) Platform competition in two-sided markets. J. Eur. Econom. Assoc. 1(4):990–1029.CrossrefGoogle Scholar
  • Rowley TJ (1997) Does relational context matter? An empirical test of a network theory of stakeholder influences. Res. Stakeholder Theory 1998:21–37.Google Scholar
  • Rowley TI, Moldoveanu M (2003) When will stakeholder groups act? An interest-and identity-based model of stakeholder group mobilization. Acad. Management Rev. 28(2):204–219.CrossrefGoogle Scholar
  • Sampson RJ, McAdam D, MacIndoe H, Weffer-Elizondo S (2005) Civil society reconsidered: The durable nature and community structure of collective civic action. Am. J. Sociol. 111(3):673–714.CrossrefGoogle Scholar
  • Santos F, Eisenhardt K (2009) Constructing markets and shaping boundaries: Entrepreneurial power in nascent fields. Acad. Management J. 52(4):643–671.CrossrefGoogle Scholar
  • Schiff A (2003) Open and closed systems of two-sided networks. Inform. Econom. Policy 15(4):425–442.CrossrefGoogle Scholar
  • Scott SG, Lane VR (2000) A stakeholder approach to organizational identity. Acad. Management Rev. 25(1):43–62.CrossrefGoogle Scholar
  • Seamans R, Zhu F (2014) Responses to entry in multi-sided markets: The impact of Craigslist on local newspapers. Management Sci. 60(2):476–493.LinkGoogle Scholar
  • Seamans R, Zhu F (2017) Repositioning and cost-cutting: The impact of competition on platform strategies. Strategy Sci. 2(2):83–99.LinkGoogle Scholar
  • Sine WD, Lee BH (2009) Tilting at windmills? The environmental movement and the emergence of the US wind energy sector. Admin. Sci. Quart. 54(1):123–155.CrossrefGoogle Scholar
  • Snyder D, Kelly WR (1977) Conflict intensity, media sensitivity and the validity of newspaper data. Am. Sociol. Rev. 42(1):105–123.CrossrefGoogle Scholar
  • Sosna M, Trevinyo-Rodríguez RN, Velamuri SR (2010) Business model innovation through trial-and-error learning: The Naturhouse case. Long Range Planning 43(2–3):383–407.CrossrefGoogle Scholar
  • Stabell CB, Fjeldstad ØD (1998) Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management J. 19(5):413–437.CrossrefGoogle Scholar
  • Staggenborg S (1988) The consequences of professionalization and formalization in the pro-choice movement. Amer. Sociol. Rev. 53(4):585–605.CrossrefGoogle Scholar
  • Tantalo C, Priem RL (2016) Value creation through stakeholder synergy. Strategic Management J. 37(2):314–329.CrossrefGoogle Scholar
  • The Guardian (2016) Deliveroo workers strike again over new pay structure. Accessed May 13, 2019, https://www.theguardian.com/business/2016/aug/15/deliveroo-workers-strike-again-over-new-pay-structure.Google Scholar
  • The Irish Times (2018) Housing activists call for ‘total ban’ on Airbnb. Accessed May 13, 2019, https://www.irishtimes.com/news/ireland/irish-news/housing-activists-call-for-total-ban-on-airbnb-1.3662897.Google Scholar
  • Thomas LDW, Autio E, Gann DM (2014) Architectural leverage: Putting platforms in context. Acad. Management Perspective 28(2):198–219.CrossrefGoogle Scholar
  • Tilly C (1978) From Mobilization to Revolution (Addison-Wesley Pub. Co., Boston).Google Scholar
  • Uzunca B, Rigtering JPC, Ozcan P (2018) Sharing and shaping: A cross-country comparison of how sharing economy firms shape their institutional environment to gain legitimacy. Acad. Management Discovery 4(3):248–272.CrossrefGoogle Scholar
  • VentureBeat (2014) TaskRabbit users revolt as the company shuts down its bidding system. Accessed May 13, 2019, https://venturebeat.com/2014/07/10/taskrabbit-users-revolt-as-the-company-shuts-down-its-bidding-system/.Google Scholar
  • Wall JA Jr, Callister RR (1995) Conflict and its management. J. Management 21(3):515–558.Google Scholar
  • Wareham J, Fox PB, Cano Giner JL (2014) Technology ecosystem governance. Organ. Sci. 25(4):1195–1215.LinkGoogle Scholar
  • Weber K, Rao H, Thomas LG (2009) From streets to suites: How the anti-biotech movement affected German pharmaceutical firms. Amer. Sociol. Rev. 74(1):106–127.CrossrefGoogle Scholar
  • Williamson PJ, De Meyer A (2012) Ecosystem advantage: How to successfully harness the power of partners. California Management Rev. 55(1):24–46.CrossrefGoogle Scholar
  • Yoo Y, Boland RJ Jr, Lyytinen K, Majchrzak A (2012) Organizing for innovation in the digitized world. Organ. Sci. 23(5):1398–1408.LinkGoogle Scholar
  • Zervas G, Proserpio D, Byers JW (2017) The rise of the sharing economy: Estimating the impact of Airbnb on the hotel industry. J. Marketing Res. 54(5):687–705.CrossrefGoogle Scholar
  • Zhao Y, Von Delft S, Morgan-Thomas A, Buck T (2019) The evolution of platform business models: Exploring competitive battles in the world of platforms. Long Range Planning, ePub ahead of print July 13, https://doi.org/10.1016/j.lrp.2019.101892.CrossrefGoogle Scholar
  • Zhu F, Iansiti M (2012) Entry into platform‐based markets. Strategic Management J. 33(1):88–106.CrossrefGoogle Scholar
  • Zhu F, Liu Q (2018) Competing with complementors: An empirical look at Amazon.com. Strategic Management J. 39(10):2618–2642.CrossrefGoogle Scholar
  • Zott C, Amit R (2007) Business model design and the performance of entrepreneurial firms. Organ. Sci. 18(2):181–199.LinkGoogle Scholar
  • Zott C, Huy QN (2007) How entrepreneurs use symbolic management to acquire resources. Admin. Sci. Quart. 52(1):70–105.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.