Abstract
Firms are increasingly meeting the dual challenge of “high-variety” market demand and cost-effectiveness by implementing the platform concept – i.e., sharing the core technology from which a stream of derivative products can be efficiently developed (McGrath 1995; Meyer and Lehnerd 1997; Robertson and Ulrich 1998). Building on Sawhney–s (1998) proposal, this paper is an attempt to un-package the platform concept and to empirically examine the interrelationships among various platform variants (namely, product platform, customer platform, brand platform, process platform, and global platform) and its influence on corporate success. Based on qualitative research and literature review, we develop a conceptual model with hypotheses linking the platform variants and corporate success. Subsequent to qualitative research, a quantitative research using cross-cultural survey data are collected from six countries. Scale items measuring platform variants are generated, refined, and psychometrically validated and the conceptual model tested using LISREL. Direct, indirect, and total effects of each platform variant on corporate success are discussed. The paper concludes with discussion and implications of the results and limitations of the study.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
