Governing Digital Markets: Institutional Architecture and Structural Power
DOI:
https://doi.org/10.66203/manexia.01301Keywords:
institutional architecture, structural power, digital market governance, ecosystem strategy, value captureAbstract
Digital markets are increasingly structured by institutional architecture and structural power rather than technological novelty alone. Governance devices—regulatory consolidation, data localization, interoperability standards, and compliance infrastructures—reshape ecosystem configuration, dependence relations, and surplus allocation. By integrating institutional theory, ecosystem strategy, and resource dependence logic, this collection advances a governance-centered perspective on digital competition in emerging economies.
References
Adner, R. (2017). Ecosystem as structure. Journal of Management, 43(1), 39–58.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
Connelly, B. L., Certo, S. T., Ireland, R. D., & Reutzel, C. R. (2011). Signaling theory. Journal of Management, 37(1), 39–67.
Emerson, R. M. (1962). Power-dependence relations. American Sociological Review, 27(1), 31–41.
Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic Management Journal, 39(8), 2255–2276.
Lepak, D. P., Smith, K. G., & Taylor, M. S. (2007). Value creation and value capture. Academy of Management Review, 32(1), 180–194.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.
Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations. Harper & Row.
Scott, W. R. (2014). Institutions and organizations (4th ed.). Sage.
Spence, M. (1973). Job market signaling. Quarterly Journal of Economics, 87(3), 355–374.
Suchman, M. C. (1995). Managing legitimacy. Academy of Management Review, 20(3), 571–610.
Teece, D. J. (2007). Dynamic capabilities. Strategic Management Journal, 28(13), 1319–1350.
