Abstract
This paper proposes an approach for modeling and analyzing strategic complementarity in software businesses. The primary research objective is to develop an approach for representing and reasoning about synergistic value creation in software enterprises and ecosystems. This agenda is based on the increasing importance of complementarity as a concern within software organizations and their networks. It recognizes the prevalence of coopetition, as a common practice, in the software industry where businesses cooperate and compete simultaneously in open source communities, standards-setting bodies, and software ecosystems. It focuses on complementarity since it is a critical motivator for coopetition among software businesses. This study offers an approach for comparing alternate combinations of software products for assessing their abilities for synergy creation with reference to the concept of added value. It evaluates the sufficiency of this approach by applying it to an industrial case study from management literature. It also identifies a direction for future research for this line of inquiry.
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Pant, V., Yu, E. (2017). Modeling Strategic Complementarity and Synergistic Value Creation in Coopetitive Relationships. In: Ojala, A., Holmström Olsson, H., Werder, K. (eds) Software Business. ICSOB 2017. Lecture Notes in Business Information Processing, vol 304. Springer, Cham. https://doi.org/10.1007/978-3-319-69191-6_6
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