Loading...
Paper Number
ICIS2025-1484
Paper Type
Short
Abstract
This paper challenges the dominant view of platform forking as a phenomenon that mainly generates negative effects and instead frames it as a strategic growth pathway for digital platforms in constrained markets. Drawing on a Dynamic Capabilities framework, we present the qualitative case study of Shenoto, an Iranian podcasting platform, which intentionally forked to overcome Iran’s market limitations and saturation. Findings reveal that the successful assessment, design, and execution of forking hinges on the development of specific sensing, seizing, and transforming capabilities. These capabilities enable platforms to identify new opportunities, forge international partnerships, and reorganize internally to manage parallel ecosystems. Highlighting the role of dynamic capabilities in supporting platform forking, this paper contributes to platform and digital innovation literature. It offers practical insights for firms operating under market constraints and extends the theoretical understanding of how platforms can pursue alternative growth trajectories in constrained markets.
Recommended Citation
Gualdi, Francesco and Davoodi, Anahita, "Strategic Platform Forking in Constrained Markets: a Dynamic Capabilities Perspective" (2025). ICIS 2025 Proceedings. 5.
https://aisel.aisnet.org/icis2025/diginnoventren/diginnoventren/5
Strategic Platform Forking in Constrained Markets: a Dynamic Capabilities Perspective
This paper challenges the dominant view of platform forking as a phenomenon that mainly generates negative effects and instead frames it as a strategic growth pathway for digital platforms in constrained markets. Drawing on a Dynamic Capabilities framework, we present the qualitative case study of Shenoto, an Iranian podcasting platform, which intentionally forked to overcome Iran’s market limitations and saturation. Findings reveal that the successful assessment, design, and execution of forking hinges on the development of specific sensing, seizing, and transforming capabilities. These capabilities enable platforms to identify new opportunities, forge international partnerships, and reorganize internally to manage parallel ecosystems. Highlighting the role of dynamic capabilities in supporting platform forking, this paper contributes to platform and digital innovation literature. It offers practical insights for firms operating under market constraints and extends the theoretical understanding of how platforms can pursue alternative growth trajectories in constrained markets.
When commenting on articles, please be friendly, welcoming, respectful and abide by the AIS eLibrary Discussion Thread Code of Conduct posted here.
Comments
17-Innovation