Alternative digital platforms: comparative analysis through the lens of Corporate Aikido

Abstract 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.