Person: Kyprianou, Christina
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Christina
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Kyprianou
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IE University
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IE Business School
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Entrepreneurship
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Publication Platform Governance in the Sharing Economy(Academy of Management, 2021-06-26) Kyprianou, Christina; Navis, Chad; https://ror.org/02jjdwm75Dominant theories of platform governance—focused on innovation platforms and the technical compatibility of platform producers as a value creation imperative—overlook the importance of fostering the relational compatibility of both platform producers and consumers in sharing economy platforms. To address this oversight, we develop a theoretical framework of platform governance that accounts for the unique features and challenges of platform-based value creation in the sharing economy. Our framework is grounded in two essential governance levers shown to have general relevance to platforms: the selection of platform participants and the structuring of platform participant interactions. We build on these foundational levers to develop new theory, and provide examples of the distinct governance practices that sharing economy platforms utilize to ‘pull’ these two levers to opposing levels of intensity to create value. To further demonstrate the usefulness and novelty of our framework, we develop propositions linking attributes of transactions common in the sharing economy to the platform governance approach most suitable for fostering relational compatibility. Our work offers a conceptual foundation for future research interested in developing new knowledge on the heterogenous governance practices of platforms.Publication Creating Value from the Outside In or the Inside Out: How Nascent Intermediaries Build Peer-to-Peer Marketplaces(Academy of Management, 2018-10-04) Kyprianou, Christina; https://ror.org/02jjdwm75Peer-to-peer marketplaces have fueled the growth of the sharing economy. Despite their proliferation, little systematic evidence and theory exists on how nascent intermediaries build this particular two-sided market. I examine this process through a value creation lens, focusing on how nascent intermediaries govern producers’ and consumers’ participation. Emerging insights from a theory building multi-case study suggest nascent intermediaries’ governance choices are associated with controlling supply-side heterogeneity and cross-side interactions, albeit to a different extent (low, high, or balanced). Shifts in intermediaries’ intensity of control over time reveal two alternative value creation processes. Intermediaries creating value “from the outside in” transition from low to high control of both aspects of participation. They initially open participation to all willing producers while they support producers’ and consumers’ autonomy in determining the terms of their transactions, but subsequently enforce strict control so as to encourage producers’ and consumers’ conformity to desirable behaviors. Alternatively, intermediaries creating value “from the inside out” continuously balance low and high control of at least one aspect of marketplace participation. They initially recruit a qualified core of producers, who they later leverage to recruit more qualified ones. At the same time, they transition from low to balanced control of cross-side interactions by leveraging producers’ and consumers’ resources and contributions. These findings highlight the unique value creation challenges in peer-to-peer marketplaces as well as the evolving role of intermediaries and customers in value creation. Implications for research on business models and value cocreation are also discussed.Publication Social Media and Strategic Leadership(Edward Elgar Publishing, 2024-05-14) Kyprianou, Christina; https://ror.org/02jjdwm75This chapter discusses both the benefits and risks of social media for strategic leaders, and develops a framework of leader social media engagement through a strategic lens. It first identifies key individual, organizational, and environmental attributes influencing the goals leaders may pursue through social media. It subsequently considers the impact of these goals on five social media engagement choices, and theorizes the impact of these choices on cognitive, affective, and relational strategic processes. The resulting framework aims to inspire future research at the intersection of social media and strategic leadership, as well as equip practitioners with a deeper understanding of the potential drivers and outcomes of their social media activity.