Abstract
How does a small start-up become a platform leader from the viewpoint of inducing complementors? Previous researches on platform management seem to focus on platform design and the relationship between complementors and platform leaders. However, samples used in these researches are large, established leaders, and strategies for start-ups have not been studied in detail. From single case studies about the progression of a Japanese platform leader, we found that collaborations with organisations at the centre of networks are useful because: 1) these collaborations provide start-ups paths to complementors; 2) these collaborations enhance the trustworthiness of start-ups; 3) the higher the number of collaborations, the more neutral the position enjoyed by platform leaders, even as start-ups.
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