Parker has made significant contributions to the field of network economics and strategy as co-developer of the theory of “two-sided” markets. His current research includes studies of distributed innovation, business platform strategy, and technical/economic systems to integrate renewable energy. Parker’s research has been funded by grants from the National Science Foundation, the Department of Energy, and multiple corporations. He serves or has served as associate editor at multiple journals and as a National Science Foundation panelist. Parker is a frequent speaker at academic conferences and industry events and advises senior leaders on their organization’s platform strategies. Parker is the co-author of Platform Revolution: How Networked Markets Are Transforming the Economy--And How to Make Them Work for You, with Marshall W. Van Alstyne and Sangeet Paul Choudary.
He received a B.S. in electrical engineering and computer science from Princeton University, M.S. in electrical engineering (Technology and Policy Program) from the Massachusetts Institute of Technology (MIT), and Ph.D. in management science from MIT.
Surprisingly, many people—even savvy business executives—remain unaware of how the platform revolution happened, or what to do about it.
MIT Sloan visiting scholar Geoffrey Parker discusses the rise of digital platforms and avoiding the pitfalls of rapid growth.
Out on shelves today is PLATFORM REVOLUTION: How Networked Markets Are Transforming the Economy and How to Make Them Work for You, by Dartmouth engineering professor Geoffrey G. Parker, Marshall...
Venture investor Marc Andreessen famously wrote “software is now eating the world”— encoded intelligence dominates business. A new book (Platform Revolution) wants to update the slogan.
Thumbtack, an online marketplace for home and other professional services, faces down a major conundrum of a fledgling platform company: how to build a customer base—fast.
Identifying an industry ripe for platform disruption: If you really want to create value, forget about burning platforms and start building them.
The success of platform businesses like Alibaba, Airbnb, and Uber is so remarkable that discussion about them often misses just how hard they are to build.
Platform businesses are disrupting the traditional business landscape in a number of ways—not only by displacing some of the world’s biggest firms, but also by transforming familiar business...
It’s no overstatement to say that the two-sided networked market, or platform, business and organizational model is one of the most important economic and social developments of our time....
A trait shared by the fastest growing and most disruptive companies in history — Google, Amazon, Uber, AirBnb, and eBay—is that they aren’t focused on selling products, they are building platforms.
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