The Perspective of Complementors
This study was motivated by the intention to improve our understanding of how small complementor organizations in the enterprise software industry coordinate the partnership with a larger platform vendor and how these coordination mech- anisms may improve partnership success from the complementors’ point of view. Previous studies were able to explain the motivation of hubs and spokes re- spectively to enter partnership networks by analyzing resource complementarities (Huang et al., 2009; Kude et al., 2012; Arndt et al., 2009, 2008; Mathiassen and Vainio, 2007). In addition, the inﬂuence of the network structure and the type of link between the partners’ products on partnership or network success has been discussed (Gao and Iyer, 2008; Chellappa and Saraf, 2010; Iyer et al., 2006). This study is the ﬁrst to examine the role of coordination when examining the link between resource complementarity and partnership success from the spoke organization’s point of view. The study draws on theoretical contributions from reference disciplines, such as the RBV (Barney, 1986) and its derivatives (Amit and Schoemaker, 1993; Grant, 1996b; Eisenhardt and Schoonhoven, 1996), the relational view of competitive advantage (Dyer and Singh, 1998), and the RDT (Pfeﬀer and Salancik, 1978). This study examines the role of coordination by introducing the degree of organizational coupling that spokes aim at. In doing so, the study makes im- portant theoretical contributions and leads to several managerial implications. This chapter provides an in-depth discussion of these contributions to theory and practice. In addition, this chapter discusses the limitations...
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