Abstract
Abstract
Purpose:
Platform-mediated innovation ecosystems are increasingly blurring conventional organisational boundaries by integrating organisations, users, developers, regulators, and complementary actors through digitally mediated infrastructures. Conventional leadership theories, which are normally premised on relatively stable boundaries and clear authority structures, are likely to be challenged by these emerging platform-mediated innovation ecosystems. In this context, this paper proposes the concept of boundary-fluid leadership (BFL) as a form of leadership enacted through relatively fluid institutional and technological boundaries in platform-mediated innovation ecosystems.
Design/methodology/approach:
The research adopted a qualitative research approach, which is appropriate for an interpretivist paradigm. The research relied on ecosystem theory, platform governance, and leadership theory to develop a conceptual framework for understanding leadership in platform-mediated innovation ecosystems, proposing a multiple case study approach as appropriate for exploring leadership through relatively fluid boundaries.
Findings:
The findings suggest that platform-mediated innovation ecosystems realign authority among interconnected actors, with algorithmic governance mechanisms regulating participation and value creation. Leadership in these systems can emerge outside the boundaries of a focal organisation, with leadership enacted through relational coordination and influence among interconnected actors. Boundary fluidity may require leadership enacted through ecosystem orchestration.
Originality/value:
The research contributes to leadership theory by proposing the concept of boundary-fluid leadership, which extends conventional leadership theory from relatively stable boundaries to digitally mediated innovation ecosystems.
Keywords:
Platform Ecosystems; Innovation Ecosystems; Digital Leadership; Boundary Spanning; Qualitative Research; Platform Governance