Strategic Entrepreneurship Journal最新文献_第2页

Why are some nations more entrepreneurial than others? Investigating the link between cultural tightness–looseness and rates of new firm formation 为什么有些国家比其他国家更具创业精神？研究文化松紧度与新公司成立率之间的联系

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-10-29 DOI: 10.1002/sej.1520

Valentina A. Assenova, Raphael Amit

{"title":"Why are some nations more entrepreneurial than others? Investigating the link between cultural tightness–looseness and rates of new firm formation","authors":"Valentina A. Assenova, Raphael Amit","doi":"10.1002/sej.1520","DOIUrl":"https://doi.org/10.1002/sej.1520","url":null,"abstract":"Research SummaryWe evaluate the role of cultural tightness–looseness as an explanation for cross‐cultural variation in new firm formation rates. Modeling cultural tightness–looseness as an antecedent for individual entrepreneurial dispositions and informal institutions, we examine its impact on the number of new limited‐liability companies registered per 1000 people and the rate of new entrepreneurs in the working‐age population. Our findings show that cultural tightness–looseness explains 56% of the variation in new firm formation rates in a sample of 156 nations, and 71% of the variation in the rate of new entrepreneurs in the 50 US states, with greater cultural looseness corresponding to higher rates of entrepreneurship, on average. This effect is robust to various model specifications, measures, and controls for other cultural dimensions.Managerial SummaryOur study examines how cultural tightness–looseness impacts new firm formation rates across nations and US states. We find that cultural looseness, characterized by flexible social norms, significantly influences entrepreneurial activity. Specifically, it explains 56% of the variation in new firm formation rates across 156 nations and 71% of the variation in new entrepreneur rates in the 50 US states. Nations and states with looser cultures tend to have higher rates of entrepreneurship. These findings are robust across different model specifications, measures, and control variables. Managers and policymakers should consider the strength and enforcement of social norms as factors in fostering new firm formation.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"82 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142541123","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Working for Jessica or Michael? Implications of gender stereotypes for job application intentions at technology startups 为杰西卡还是迈克尔工作？性别刻板印象对科技初创企业求职意向的影响

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-10-26 DOI: 10.1002/sej.1522

Vartuhi Tonoyan, Robert Strohmeyer, Jennifer Jennings

{"title":"Working for Jessica or Michael? Implications of gender stereotypes for job application intentions at technology startups","authors":"Vartuhi Tonoyan, Robert Strohmeyer, Jennifer Jennings","doi":"10.1002/sej.1522","DOIUrl":"https://doi.org/10.1002/sej.1522","url":null,"abstract":"Research SummaryWe examine a critical yet underexplored aspect of human resource management in nascent technology ventures: employee recruitment. Applying theories of gender stereotyping, we contend that female‐led technology startups face greater obstacles in attracting job applicants than their male counterparts. Evidence from a randomized online experiment conducted in 2020/2021 with 777 US job seekers substantiates this barrier, indicating that the disparities are partly rooted in gender‐stereotypical perceptions of female technology entrepreneurs as less competent, agentic, and warm, which contribute to less favorable assessments of their ventures' economic potential and employee empowerment potential. Startups with gender‐diverse leadership teams appear to overcome these biases. Confirmatory evidence comes from a 2024 replication study with 455 US job seekers, underscoring the need to address gender biases in the technological ecosystem.Managerial SummaryIn the competitive landscape of technology startups, attracting talent is key. Our study reveals that startups with female leaders face gender biases during recruitment, with job candidates perceiving female technology entrepreneurs as less competent, agentic, and warm—and their startup ventures as less likely to have what it takes to grow and to empower employees. Analysis from a randomized online experiment involving 777 US job seekers in 2020/2021 and a follow‐up study with 455 US job seekers in 2024 confirm such biases. Crucially, a gender‐balanced leadership team significantly counters such biases, enhancing the venture's appeal to potential hires. These insights highlight the need for technology startups to promote gender diversity within their leadership to dismantle stereotypes and attract a broader talent pool.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"21 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-10-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142490849","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Chance, probability, and uncertainty at the edge of human reasoning: What is Knightian uncertainty? 人类推理边缘的偶然性、概率和不确定性：什么是奈特式不确定性？

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-08-02 DOI: 10.1002/sej.1516

David M. Townsend, Richard A. Hunt, Judy Rady

{"title":"Chance, probability, and uncertainty at the edge of human reasoning: What is Knightian uncertainty?","authors":"David M. Townsend, Richard A. Hunt, Judy Rady","doi":"10.1002/sej.1516","DOIUrl":"https://doi.org/10.1002/sej.1516","url":null,"abstract":"Research SummaryFor more than a century, Frank Knight's Risk, Uncertainty, and Profit has significantly influenced entrepreneurship theory development by exploring the nature of uncertainty and the epistemic limits of entrepreneurial action. Knight's work highlights how economic actors cannot fully predict the consequences of their actions. Despite its broad influence, debates persist regarding the nature of Knightian uncertainty. This study addresses these debates through a comprehensive analysis of RUP and Knight's other published and unpublished writings to offer new insights into the nature and meaning of Knightian uncertainty, revealing Knight's holistic theory that integrates “real indeterminism,” “partial knowledge,” and “subjective beliefs.” This analysis provides much needed construct clarity to advance contemporary theories of entrepreneurial action and the role of uncertainty in business venturing processes.Managerial SummaryThis article revisits Frank Knight's foundational work, Risk, Uncertainty, and Profit, a cornerstone in entrepreneurship research for over a century. We highlight Knight's holistic approach to uncertainty, which integrates the concepts of real indeterminism (the inherent unpredictability of future events), partial knowledge (the incomplete understanding of the present and future), and subjective beliefs (individual perceptions and interpretations). The study offers new perspectives on how Knightian uncertainty influences entrepreneurial decision‐making and action, highlighting how this unique type of uncertainty plays a critical role in the business venturing process. These insights provide valuable contributions to contemporary theories of entrepreneurship, emphasizing the complexity and multifaceted nature of navigating uncertainty in business.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"126 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141880154","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Venture capital exit after venture IPO 风险投资上市后的风险资本退出

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-07-17 DOI: 10.1002/sej.1515

Yong Li, Tailan Chi, Sai Lan, Qing Wang

{"title":"Venture capital exit after venture IPO","authors":"Yong Li, Tailan Chi, Sai Lan, Qing Wang","doi":"10.1002/sej.1515","DOIUrl":"https://doi.org/10.1002/sej.1515","url":null,"abstract":"Research SummaryVenture capital firms (VCs) sometimes continue to hold significant equity stakes in entrepreneurial ventures after venture IPO. The information economics view suggests that retaining equity signals VC commitment and venture quality. This study conceptualizes retaining equity as holding an exchange option, the option to exchange VCs' own valuation of IPO ventures for the market's valuation. Holding this option allows VCs to benefit from the ventures' upside potential. Since exit amounts to giving up the option, the option value represents an opportunity cost of exit. VCs may delay exit if this option is sufficiently valuable. The study examines two key conditions that interact to increase the value of this option: uncertainty and positive private information. This study contributes to research on VC exit and real options.Managerial SummaryWhen do VCs retain equity rather than exit after venture IPO? Researchers have addressed the impact of signaling, cash constraints, human capital constraints, blockholding, VC fund performance, portfolio diversification and institutional features. We identify a previously unrecognized driver: to retain the opportunity to benefit from an IPO venture's upside potential that is yet to be fully recognized or realized. We submit that VCs' incentive to retain equity increases with uncertainty in the venture's industry, and VCs' positive private information as indicated by venture patent applications and positive market surprises in the venture's industry. We find largely supportive evidence for the positive joint effect of uncertainty and private information on the decision to retain equity within the first year or even two years after IPO lockup expiration.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"24 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141726161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Where to invest? Effects of technological capabilities on corporate venture capital investments 向何处投资？技术能力对企业风险投资的影响

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-07-15 DOI: 10.1002/sej.1513

Wonsang Ryu, Joonhyung Bae, Thomas H. Brush

{"title":"Where to invest? Effects of technological capabilities on corporate venture capital investments","authors":"Wonsang Ryu, Joonhyung Bae, Thomas H. Brush","doi":"10.1002/sej.1513","DOIUrl":"https://doi.org/10.1002/sej.1513","url":null,"abstract":"Research SummaryWe investigate why a corporate investor makes more corporate venture capital (CVC) investments in certain areas than in others. Focusing on firms' different technological capabilities across distinct technology domains, we argue that a corporate investor's technological capabilities in a given domain affect its likelihood of investing in (1) ventures within the domain in an inverted U‐shaped manner and (2) ventures operating in other technologically complementary domains in a positive manner. We further claim that these two suggested relationships between technological capabilities and the likelihood of CVC investments are shaped by the technology growth rate of the focal domain. We test these arguments in the US medical sector, where incumbent firms are active in CVC investments as a means to acquire external knowledge.Managerial SummaryWe argue that firms exhibit different patterns in their choice of CVC investment areas based on their technological capabilities within a given technology domain. Our findings in the US medical sector indicate that firms are most likely to invest in ventures within domains where their technological capabilities are moderate—neither too weak nor too strong. This suggests that CVC investments serve gap‐filling purposes for technology intermediates. Moreover, corporate investors tend to invest in ventures within domains that are technologically complementary to their areas of strength. However, when a given domain experiences rapid growth, technology leaders in that domain shift their CVC investment focus from complementary areas to that domain to maintain their leading position.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"19 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141624795","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Are we on the same wavelength? Interdimensional signal set and crowdfunding success 我们在同一波长上吗？跨次元信号集与众筹成功

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-07-08 DOI: 10.1002/sej.1514

Ankita Kulkarni, Daniel Tzabbar, Jade Y. Lo

{"title":"Are we on the same wavelength? Interdimensional signal set and crowdfunding success","authors":"Ankita Kulkarni, Daniel Tzabbar, Jade Y. Lo","doi":"10.1002/sej.1514","DOIUrl":"https://doi.org/10.1002/sej.1514","url":null,"abstract":"Research SummaryUsing data from 1899 Kickstarter campaigns (2009–2019), we examine the impact of simultaneous emission of interdimensional signals of human capital and social causes on crowdfunding campaign success. We argue and demonstrate that backers respond positively to human capital signals, as reflected by prior work and entrepreneurial experiences, as they communicate the competencies of the entrepreneurs. Conversely, signaling a high level of commitment to social causes communicates competing demands, thereby reducing entrepreneurs' ability to secure funding. Moreover, when emitted jointly, interaction of these two signals negatively affects campaign success. Our theory and findings provide nuanced insights regarding simultaneously emitted interdimensional signals in crowdfunding context with a structured incentive system, thereby increasing our understanding about the ambiguous nature of bundling human capital with high social cause signals.Managerial SummaryWhen evaluating new ventures in the public sphere, potential backers simultaneously process the complex information emitted by founders (i.e., signals). These signals communicate the unobservable qualities of the founders. In this article, we investigate the independent and joint effects of two signals on crowdfunding campaign outcomes: founder's human capital and their commitment to social causes. We show that while human capital increases campaign success, a high commitment to social cause decreases this likelihood. We further demonstrate that when these two signals are emitted simultaneously, balancing issues between the signals reduce the chances of attaining campaign success in crowdfunding. These findings emphasize the importance for crowdfunding founders and campaign designers to communicate coherent and well aligned signals to ensure campaign success.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"13 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141557143","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Tradition, entrepreneurship, and innovation: The craft of Japanese fine dining 传统、创业和创新：日本高级餐饮的工艺

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-07-04 DOI: 10.1002/sej.1512

Yutaka Yamauchi, Daniel Hjorth

{"title":"Tradition, entrepreneurship, and innovation: The craft of Japanese fine dining","authors":"Yutaka Yamauchi, Daniel Hjorth","doi":"10.1002/sej.1512","DOIUrl":"https://doi.org/10.1002/sej.1512","url":null,"abstract":"Research SummaryThis study explores how traditional craft produces novelty, which appears to be at odds with its emphasis on continuation. While prior research has explored how tradition is rediscovered and revived from the past, traditional craft can produce intrinsic novelty potentially through its own repetitive acts. This study examines a Japanese cuisine Kaiseki, which is traditional but simultaneously innovative. The analysis of a well‐known chef's design processes reveals that the chef designs novel dishes by responding to what has been done before, making something better and differently and thereby going beyond the limit of the tradition; Kaiseki tradition is re‐enacted through such practices. A process philosophy of Gills Deleuze is engaged to explain our concept of “tradition as capacity” as well as “tradition as object.”Managerial SummaryTradition is now seen as important source of value. This study explains how craft can be both traditional and innovative. Typically, innovation has been explained by recombination with new technologies and restoration and reinterpretation to reinvigorate identity rooted in the past, this study sheds light on the intrinsic novelty within the practices of craft. This novelty is evident in traditional Japanese cuisine, called Kaiseki, which is traditional but also innovative because customers seek novel exquisite experience as they do in any Michelin Guide starred restaurants. Through the analysis of a chef's practices, we propose a new conceptualization of tradition as capacity. The creative force of this tradition as capacity is important for creating new opportunities and novel values.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"27 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141545952","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The evolution of craft work in the strategic development of a family enterprise 手工艺在家族企业战略发展中的演变

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-05-09 DOI: 10.1002/sej.1503

Emanuela Rondi, Vittoria Magrelli, Francesco Debellis, Alfredo De Massis

{"title":"The evolution of craft work in the strategic development of a family enterprise","authors":"Emanuela Rondi, Vittoria Magrelli, Francesco Debellis, Alfredo De Massis","doi":"10.1002/sej.1503","DOIUrl":"https://doi.org/10.1002/sej.1503","url":null,"abstract":"Research SummaryCraft firms characterized by a humanistic approach to work face a tension between adhering to pure craft principles and embracing industrialization. This challenge is heightened in family‐controlled craft firms, striving to uphold tradition while adapting to change. This study examines how craft work evolves along the trajectory of entrepreneurial development through a case study of Thun, a third‐generation family craft firm. We identify a set of mechanisms and four configurations—pure, technical, narrative, and ecosystemic—through which craft work evolves over time. These configurations not only preserve traditions, but also infuse them with entrepreneurial spirit, reinterpretation, and deep innovation. This study contributes to the craft work literature by moving beyond static perspectives and revealing the dynamic interplay between different craft configurations.Managerial SummaryCraft firms, which emphasize a humanistic approach to work, often struggle with the tension between preserving traditional craftsmanship and embracing industrialization. Our study of Thun, a third‐generation family craft firm, provides practical insights for managers by identifying a set of mechanisms and four configurations—pure, technical, narrative, and ecosystemic—that show how craft work can evolve over time. Managers can use these configurations to balance tradition and innovation, and inject entrepreneurial spirit into craft processes. Our findings underscore the importance of managing this balance for sustainable competitiveness and fostering an entrepreneurial firm culture that supports both artisanal and industrial production. Our study also provides a practical guide for craft firms seeking to evolve strategically, ensuring the integration of tradition with contemporary entrepreneurial development.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"68 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140903289","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Doing good while making profits: A typology of business models for social ventures 在盈利的同时做好事：社会企业的商业模式类型学

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-05-06 DOI: 10.1002/sej.1502

Lien De Cuyper, Bart Clarysse, Mike Wright

{"title":"Doing good while making profits: A typology of business models for social ventures","authors":"Lien De Cuyper, Bart Clarysse, Mike Wright","doi":"10.1002/sej.1502","DOIUrl":"https://doi.org/10.1002/sej.1502","url":null,"abstract":"Research SummaryBuilding on business model research and the social entrepreneurship literature, we conceptually develop a set of business model choices for social ventures. These choices specify the scope of venture beneficiaries, the extent that customers and beneficiaries overlap, and how social meaning is attached to the venture's value proposition. Concurrent configurations of these choices give rise to four types of social business models: (1) Social Stimulators, (2) Social Providers, (3) Social Producers, and (4) Social Intermediaries. We illustrate this typology using data from seven social ventures and formulate propositions about the implications these business model choices have for a venture's value creation and value capture potential. We then discuss contributions to the literature on social ventures and social entrepreneurship, and the literature on business models.Managerial SummaryIn this article, we propose a framework outlining key business model choices for social ventures. These choices include the scope of target beneficiaries of the venture, the degree of overlap between customers and beneficiaries, and how the venture communicates its social mission through its value proposition. By combining these choices in different ways, we identify four distinct types of social business models which we call Social Stimulators, Social Providers, Social Producers, and Social Intermediaries. To bring this framework to life, we have examined data from seven real‐world social ventures, offering concrete examples to illustrate each type. For each of these four types of social business models, we have also formulated propositions about how the business model choices impact a venture's value creation and value capture potential.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"26 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140845968","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How optimal distinctiveness shapes platform complementors' adoption of boundary resources 最佳独特性如何影响平台补充者对边界资源的采用

IF 6.3 2区管理学

Strategic Entrepreneurship Journal Pub Date : 2024-03-27 DOI: 10.1002/sej.1501

Hye Young Kang, Stine Grodal

{"title":"How optimal distinctiveness shapes platform complementors' adoption of boundary resources","authors":"Hye Young Kang, Stine Grodal","doi":"10.1002/sej.1501","DOIUrl":"https://doi.org/10.1002/sej.1501","url":null,"abstract":"Research SummaryWhat drives platform complementors to adopt boundary resources? We address this question by drawing on optimal distinctiveness. We suggest that competitors' adoption of a platform boundary resource on the one hand increases the legitimacy of the resource, but on the other hand decreases a focal complementor's ability to differentiate by adopting it. We therefore hypothesize an inverted U‐shaped relationship between prior and future adoption of a platform boundary resource. In a dataset of health and fitness apps on the Apple iOS platform and through three online experiments, we find support for this relationship and for the existence of two important complementor‐specific contingencies that moderate this relationship. This paper expands our understanding of how optimal distinctiveness drives the dynamics of platform‐mediated markets.Managerial SummaryIn platform markets, complementors face a dilemma: which of the available platform boundary resources should they adopt? We show that a focal complementor's decision to adopt a boundary resource is the result of a strategic trade‐off between the desire to be both legitimate and to be differentiated from competitors. The result is that initially many complementors adopt the boundary resource and it becomes viewed as increasingly attractive by other platform complementors. However, over time as many complementors have adopted the boundary resource, the remaining complementors begin to shy away from adopting it because they worry that doing so might hurt their ability to be differentiated on the platform. These results are shaped by the complementors' performance and how dedicated they are to the platform.","PeriodicalId":51417,"journal":{"name":"Strategic Entrepreneurship Journal","volume":"16 1","pages":""},"PeriodicalIF":6.3,"publicationDate":"2024-03-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140317172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0