TY - JOUR A1 - Fitz, Lukas R. G. A1 - Scheeg, Jochen T1 - Coping Practices of Small- and Medium-Sized Enterprises Facing Power Asymmetry in Digital Platform Business JF - Strategic Change N2 - Digital platform (DP) enterprises have risen to the top of the global economy by inverting traditional business models. They earn money through matchmaking, transaction facilitation, and efficient orchestration of other stakeholders' resources. Small- and medium-sized enterprises (SMEs) play a decisive role in this success story: they offer products and services on many leading DPs and thereby feed platform networks as sellers and suppliers. On the other hand, while DPs enable SMEs to reach new customers and outsource costly managerial tasks, many SMEs struggle with the negative consequences of asymmetric power dynamics and dependency risks in platform business. This paper analyzes 14 cases of SMEs that face power asymmetry as DP value providers, unraveling challenges encountered and coping practices employed in this situation. The findings reveal that power asymmetry between dominant DPs and SMEs creates significant challenges, including exploitative relationships, loss of autonomy, surveillance pressures, and devaluation of SME contributions, while SMEs cope through disintermediation, multi-homing, individual resistance tactics, and striving for more equitable DP models. Moreover, three relationality types are identified: DPs being SMEs' “partners,” “tools,” and “necessary evil.” This article offers a new perspective on boundaries of SME strategies in the DP economy and contributes with empirical insights to the advancing field of entrepreneurial platform research. Y1 - 2025 U6 - https://doi.org/10.1002/jsc.2657 SP - 1 EP - 21 PB - Wiley ER - TY - JOUR A1 - Fitz, Lukas R. G. A1 - Scheeg, Michaela A1 - Scheeg, Jochen T1 - Amplifying Human Factors in the Inquiry of SMEs’ Needs in Digitalization Collaborations with External Service Providers BT - 3rd International Conference on Industry 4.0 and Smart Manufacturing JF - Procedia Computer Science KW - Digitalization KW - SME KW - Human-Centered Design KW - Open Innovation Y1 - 2022 U6 - https://doi.org/10.1016/j.procs.2022.01.257 SN - 1877-0509 VL - 200 SP - 595 EP - 601 PB - Elsevier ER - TY - JOUR A1 - Fitz, Lukas R. G. A1 - Scheeg, Jochen T1 - Alternative digital platforms: comparative analysis through the lens of Corporate Aikido JF - Information Systems and e-Business Management N2 - Competing with dominant players in the digital platform (DP) economy is an increasingly complex and expensive endeavor for alternative digital platform (ADP) providers trying to disrupt established platform ecosystems. Nevertheless, ADPs position themselves deliberately in the competitive space of large competitors, targeting customer groups whose values and mindsets differ from mainstream DPs. Although there are many examples to find in practice, the variety of ADPs across different DP ecosystems and industries, especially in regards of strategic objectives, directions and characteristics, has not been researched in-depth yet. Based on a systematic, practice-based artifact review, this paper analyses and compares 105 ADPs in the competitive space of dominant DP ecosystem players. The study utilizes the theory of Corporate Aikido as an analytical framework, mapping the strategic elements of overthrowing established value propositions and turning a competitors’ strengths into weaknesses. Our findings indicate that privacy- and security-awareness, empowerment and inclusivity, premium quality and curation, open source and free access, uncensored, transparent and decentralized platforms as well as ecological and climate-friendly offers shape the landscape of alternative approaches in today’s DP economy. The results are subsequently discussed, yielding managerial implications and future opportunities for DP research. Y1 - 2025 U6 - https://doi.org/10.1007/s10257-025-00703-8 SP - 1 EP - 22 PB - Springer ER -