In recent years, the rapid development of digital technology has promoted the emergence of platform entrepreneurship. Platform firms represented by ByteDance and Xiaomi set up digital platforms to effectively interact with other actors, promote a series of related products/services and form opportunity sets. The formation of opportunity set is conducive to the rapid growth of actors in platforms in the highly uncertain entrepreneurial environment, and also plays an important role in promoting social and economic development. However, practice is ahead of theory. The existing literature mainly explores the concept, dimensions and influencing factors of opportunity set from the single-actor perspective. In digital platforms, digital technology makes the products/services highly related, and the characteristics of opportunity set are particularly obvious. Moreover, the digital platform is a typical multi-actor interaction form, and multiple actors′ effective interaction is particularly important for the formation of opportunity set. Yet few scholars have explored the formation mechanism of opportunity set of digital platform from the multi-actor interaction perspective. Governance mechanism is an important means to ensure the effective interaction between platform firms and other actors and promote the formation of opportunity set. However, previous studies mainly focus on the influence of governance mechanism on opportunity development of a single actor in the platform, while the governance mechanism on opportunity set is still unclear.#br#Therefore, this paper uses the multi-case study method, taking ByteDance and Xiaomi digital platforms as research objects, to analyze the concept and dimension of opportunity set from the multi-actor interaction perspective and reveal the influence mechanism of governance mechanism on opportunity set. By collecting the secondary data of these two digital platforms from multiple sources, and conducting the coding analysis based on grounded theory, we get the following research conclusions.#br#Firstly, the opportunity set is an organic set of a series of opportunities (including developed opportunities and potential opportunities to be developed) developed by multiple actors interacting on the basis of resources on digital platforms, and its dimensions include opportunity scale, innovativeness, variety and relevance. Secondly, formal governance mechanism, informal governance mechanism and their interaction have positive impacts on opportunity set by promoting resource exchange between platform firms and other actors in platforms. Specifically, as the institutional guarantee and internal motivation of resource exchange between platform firms and other actors, formal governance mechanism facilitates resources′ efficient integration through rapid exchange of resources, promotes the continuous discovery and creation of more innovative, varied and relevant opportunities, and positively influences opportunity set′s four dimensions. Informal governance mechanism can provide emotional support and direction guidance for resource exchange between platform firms and other actors, which facilitates resources′ efficient configuration through rapid exchange of resources, promotes the continuous development of more innovative, varied and relevant opportunities, and positively influences opportunity set′s four dimensions. The interaction between formal and informal governance mechanism provides institutional guarantee for resources exchange between platform firms and other actors, and also enhances the flexibility. It is conducive to flexible resources configuration through resources′ rapid exchange in the uncertain environment, deriving more innovative, varied and relevant opportunities, and positively influencing opportunity set′s four dimensions.#br#This research makes contributions in both theory and practice. Theoretically, on the one hand, this paper improves the concept of opportunity set, systematically puts forward the dimensions of opportunity set and reveals its connotation from the multi-actor interaction perspective based on digital platforms (relevance is a new dimension; other dimensions are concepts put forward by existing research and redefined in this paper), which lays the foundation for the construction of opportunity set theory. On the other hand, following social exchange theory andconsidering the important role of resource exchange in transforming governance mechanism into resource action and promoting the formation of opportunity set, this paper opens the black box of the influence of governance mechanism on opportunity set from the perspective of resource exchange, and enriches opportunity development theory. In practice, this study can help platform firms to understand formal and informal governance mechanism and their relationships, and consider the logic of opportunity setformation from the multi-actor interaction perspective. These are beneficial for platform firms to promote efficient resource exchange by rationally utilizing two complementary types of governance mechanism, and facilitate the formation of opportunity set.#br#

On the basis of information technology, the digital economy promotes the rapid development of the ecosystem led by platform enterprises. Collaborative innovation cooperation on knowledge sharing between platform enterprises and complementary parties can stimulate the vitality of system innovation, and realize the long-term platform ecosystem. However, there is a dynamic evolution of coopetition between the two; while many platform companies cannot effectively coordinate the coopetition between them, resulting in the failure of collaborative innovation cooperation.#br#In order to promote the long-term sustainable development of platform companies, this paper explores the key factors that affect the evolution of the competitive relationship between platform companies and complementary parties, analyzes the evolution path of the competitive relationship, and puts forward governance paths and strategic suggestions to achieve collaborative innovation and cooperation. It is important both in theory and practice. By combing through the existing research on the relationship between platform enterprises and complementary parties, it is found that most scholars study from the perspectives of cooperation, competition and governance strategies, and have ignored the evolution process of the innovation coopetition relationship from the perspective of dynamic evolution. Hence on the basis of the theory of coopetition, the study of the innovation relationship evolution between the two is carried out by using the Lotka-Volterra model, and the study makes a deep discussion of the evolution direction of coopetition and explores the evolution of the two into different coopetition relationships.#br#The Lotka-Volterra model is used to establish the evolutionary model of the coopetition relationship between two subjects (platform enterprise-complementary) and three subjects (platform enterprise-complementary-government). The simulation verifies and analyzes the coopetition evolution results with the participation of different subjects. According to the influencing factors and evolution results of coopetition evolution, this study analyzes the governance path and provides strategy suggestions for the coopetition relationship between the governance platform enterprise and the complementary players.#br#The results show that platform enterprises and complementary parties have evolved into three types of innovation competition and cooperation evolution results , mainly innovation competition, partial innovation cooperation, and main collaborative innovation. The evolution direction of the coopetition relationship is influenced by factors such as the innovation influence coefficient between the subjects and the asymmetry of innovation information. At the same time, this paper starts from the development stage of the platform ecosystem to explore the corresponding influencing factors,andit proposes to improve the information circulation channels, establish a mutual trust mechanism and balance the subjects. Moreover the power gap between the two sides promotes two-way positive innovation influence;and at the same time, specifically aiming at the three participants including platform enterprises, complementary parties and the government, this study puts forward the evolution governance strategy of the coopetition relationship between platform enterprises and complementary parties in the innovation process, and constructs the governance path of the competition and cooperation relationship between platform enterprises and complementary parties.#br#This paper provides references for further stimulating the innovation vitality of the platform ecosystem and promoting the establishment of long-term and deep collaborative development between platform enterprises and complementary parties. At the same time, this paper suggests engaging the government in the platform ecosystem to carry out the innovation relationship between subjects, behavior supervision and innovation incentives. It provides an important idea for the government to participate in the platform enterprise behavior supervision and governance in reality and transform the ex-post governance into ex-ante governance.The study has important reference significance to promote the healthy evolution of the coopetition relationship, and improve the innovation efficiency of the ecosystem. There is no in-depth analysis on the evolution of the coopetition relationship between complementary parties, and the future research is expected.#br#

Innovation plays an important role in obtaining long-term competitive advantages for enterprises and its importance is further stressed after the world′s economy has suffered serious damages by the COVID-19. The present studies focus on how enterprises can further promote innovation, whereas it is seldom discussed about how to stabilize and maintain innovation ability in the crisis. Since Haier Group constructed a maker incubation platform, it has subverted the traditional bureaucratic structure, broken organizational boundaries, and realized platformization and decentralization. The leadership style of collaborative development among leaders, employees and platforms in such organizations is defined as platform leadership. It is a new leadership model to cope with environmental change, but whether platform leadership can promote sustainable innovation against the unknown environmental shocks or even crises remains to be verified. In a dynamic environment, an organization's ability to respond quickly and adapt is the guarantee to maintain its competitive advantage and survive the crisis. The resource-based view holds that resource heterogeneity is the source of organizational core competitiveness, which explains the advantage of resource accumulation formed by high autonomy organizations under platform leadership. From the dynamic perspective, the dynamic capability theory points out that the ability of organizational resilience to integrate and utilize resources brings sustainable advantages to the organization, thus ensuring the organizational innovation. Therefore, when an enterprise is affected by an unexpected crisis, its original strategic plan is disrupted, and the enterprise with strong organizational resilience can gain the time difference to quickly recover from the crisis and restructure its business. Based on the resource-based theory and dynamic capability theory, this study constructs a model of platform leadership impact on the sustainable innovation capacity through organizational resilience, and explores the impacts with the emphasis on the role of organizational resilience.#br#The study collects data through a questionnaire and selects the samples from enterprises in high-tech zones and science and technology industrial parks in Beijing, Shanghai, Jinan and Qingdao. 361 valid questionnaires are retrieved from middle and senior managers of enterprises. SPSS, Mplus and other tools are used to verify the research hypothesis.#br#The results prove that platform leadership has a positive effect on sustainable innovation capability. Organizational resilience partially mediates the relationship between platform leadership and sustainable innovation capability. Environmental dynamics and competitiveness positively moderate the effect of platform leadership on sustainable innovation capability, and moderate the mediating effect of organizational resilience on the relationship between platform leadership and sustainable innovation capability.#br#Through empirical analysis, this study expands the research of platform leadership. It confirms that with the increase of environmental dynamics and competitiveness, platform leadership has a stronger impact on sustainable innovation ability through organizational resilience, indicating that crisis not only causes organizational loss, but also promotes organizational resilience and stable organizational innovation. The paper has some practical significance. First of all, since platformization is a positive trend, leaders are suggested to change the hierarchical structure, break the boundary and improve information interaction among different groups, help subordinates to take self-achievement rather than organizational contribution as career orientation, and provide the necessary support to establish the platform for organizational development. Secondly, if an organization wants to maintain its own advantages or seize opportunities in a crisis, it should fully acquire, utilize and integrate resources to build its own impact resistance and form organizational resilience. This study shows that, in addition to the antecedent of platform leadership, organizations should adopt an open attitude towards environmental changes, rather than simply avoid or ignore them, and rely on reflection and adjustment during each acceptable change to form organizational resilience. Finally, it is not necessary for the organization to carry out innovation activities without interruption. Under the premise of practical conditions, when facing the pressure of crises and emergencies, the organization should not mobilize all resources to solve a single problem and stop innovation, but instead they should improve the resilience of the organization to improve the ability of continuous innovation, so as to maintain the stability of innovation.#br#