Complementor Network Effects is a strategic phenomenon in which the value of a firm's product or service increases as the number and quality of complementary products or services in its ecosystem grow, distinguishing it from direct network effects by relying on the contributions of independent but interdependent third-party providers rather than on the size of the user base itself.
15
Publications
2.2K
Citations
27
Authors
23
Institutions
Publications per year
2017–2026
5
Parents
Publications
15
1–5 of 15
Authors
27
- CM
2
h-index
- AS
2
h-index
- SH
1
h-index
- TK
1
h-index
- DM
1
h-index
1–5 of 27
Institutions
23
Boston University
Boston, United States
2 h-index
3 publications
342 citations
University of Calgary
Calgary, Canada
2 h-index
2 publications
288 citations
Syracuse University
Syracuse, United States
2 h-index
2 publications
155 citations
University of Mannheim
Mannheim, Germany
1 h-index
2 publications
38 citations
Providence College
Providence, United States
1 h-index
2 publications
2.1K citations
Copenhagen Business School
Copenhagen, Denmark
1 h-index
1 publications
396 citations
Università degli Studi del Piemonte Orientale “Amedeo Avogadro”
Vercelli, Italy
1 h-index
2 publications
22 citations
University of Arizona
Tucson, United States
1 h-index
1 publications
52 citations
1–8 of 23
Venues
- Strategic Management Journal
SMJ · 3 publications · 1.2K citations
3
h-index
- Academy of Management Perspectives
AMP · 2 publications · 433 citations
2
h-index
- International Journal of Industrial Organization
1 publications · 236 citations
1
h-index
- Bern Open Repository and Information System (University of Bern)
Repository · 1 publications · 19 citations
1
h-index
- Journal of Engineering and Technology Management
1 publications · 52 citations
1
h-index
1–5