HAKAN OZALP September 2016 CONTACT DETAILS Institute for Strategy, Technology and Organization Munich School of Management Tel: +49 (0)

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1 HAKAN OZALP September 2016 CONTACT DETAILS Institute for Strategy, Technology and Organization Mail: Munich School of Management Tel: +49 (0) LMU Munich Skype ID: hakozalp Kaulbachstr. 45, Munich, Germany Web: PERSONAL Date of Birth: 04 December 1985, Kilchberg, Switzerland Gender: Male Nationality: Turkish EDUCATION Post-Doc 2016 January ongoing LMU Munich, ISTO Research on technology-intensive industries with Tobias Kretschmer at the Institute for Strategy, Technology and Organization Ph.D. in Business Administration and Management 2016 April Bocconi University Dissertation: Technological Change, Learning, and Product Performance: Evidence from the US Video Game Industry Committee: Franco Malerba (chair), Tobias Kretschmer, Carmelo Cennamo, Jay Horwitz M.Sc. in Economics and Management of Innovation and Technology 2010 Bocconi University Studied abroad at Robert H. Smith School of Business, University of Maryland in Spring 2010 Supervisor: Gianmario Verona B.Eng. in Management Engineering 2008 Istanbul Technical University RESEARCH INTERESTS Platform Ecosystems; Organizational Learning; Industry Dynamics; Video Game Industry JOB MARKET PAPER Ozalp, H., Cennamo C., Kretschmer, T., Platform Architecture, Multihoming and Complement Quality: Evidence from the U.S. Video Game Industry Under review in Information Systems Research (Special Issue on Digital Infrastructure and Platforms ) Abstract: Multihoming the decision to design a complement to operate on multiple platforms is becoming increasingly common in many platform markets. Perceived wisdom suggests that multihoming is beneficial for complement providers as they expand their market reach, but it reduces differentiation among competing platforms as the same complements become available on different platforms. In a study of the US video game industry, we find that multihoming is not as simple as commonly assumed and that platforms, i.e. game consoles, differ in their attractiveness for multihoming complements, i.e. games. Specifically, we find that the complexity of a console reduces the quality performance of multihoming games so that the same game receives a lower quality score on a more complex platform than on a less complex one. However, games that are released on the complex platform with a delay or developed and marketed by a vertically integrated firm suffer a smaller drop in quality on complex platforms, while the use of standardized technological tools middleware does not help to attenuate the performance drop on complex platforms. This has important implications for managers considering expanding their reach through multihoming.

2 OTHER WORK UNDER REVIEW Ozalp, H., Cennamo, C., Managing Complementors in Platform Ecosystems: Untangling the Paradox of Superior Technology Under review in Advances in Strategic Management, Entrepreneurship, Innovation, and Platforms WORKING PAPERS Ozalp, H., Cennamo, C., Why Do New Platform Technologies Fail? The Paradox of Technological Superiority to be submitted to Research Policy Ozalp, H., Deeper or wider and when? Industry Evolution and the Impact of Experience in Product Development Outcomes final draft (Target Journal: Research Policy) Ozalp, H., Kretschmer, T., Entrant and Incumbent Imitators: Niche Dynamics and Performance Outcomes Following a Trailblazer Product in a Segmented Market first draft (Target Journal: Strategic Management Journal) WORK IN PROGRESS Argyres, N., Bigelow, L., Nickerson, J., Ozalp, H., Innovation Shocks, adjustment costs, and repositioning in the Video Game Industry Status: data analysis McKnight, B., Ozalp, H., A QCA Analysis of Dynamic Capability Configurations in the Video Game Industry Status: preparing draft Ertug, G., Tschang, T., Ozalp, H., Distinctive and Non-Distinctive Stars: Role of Specialization and Vicarious Learning in Developing Hit Games Status: data preparation AWARDS AND SCHOLARSHIPS Bocconi University 5 th -year competitive research grant Bocconi University PhD Fellowship ACADEMIC EXPERIENCE Teaching Frontiers in Strategy Research (Master) Fall LMU Munich Empirics of Organizations (Master) Fall 2016 LMU Munich Management and Economics of Network Industries (Bachelor) Spring LMU Munich Evaluation: 1.47 out of 5.00 Building Theory for Innovation Strategy Research (Bachelor) Spring LMU Munich Evaluation: 1.80 out of 5.00 (Overall seminar evaluation due to team of 4 co-lecturers) Guest Lecturer: Innovation and Firm Strategies in ICT Sectors Spring 2015-Bocconi University Guest Lecturer: Workshop in Film Industry Spring 2015 Bocconi University Teaching Assistant Technology and Innovation Strategy: - MBA, for Gianmario Verona (2014) - MSc., for Gianmario Verona ( )

3 Fundamentals of Innovation and Industrial Change: - MSc., for Franco Malerba ( ) Industry Analysis: - MSc., for Myriam Mariani ( ) Competitive Strategies and Planning in Creative Industries: - Undergraduate, for Gianmario Verona (2012) Workshop on the Film Industry: - Undergraduate, for Julien Jourdan (2015) Research Assistant Video Game Industry Data Collection and Cleaning for Jay Horwitz ( ) Ecosystem and Platform Literature Bibliographic Data Collection and Categorization for Carmelo Cennamo, Michael Jacobides, and Annabelle Gawer (2014) INVITED PRESENTATIONS Doctoral Consortia and PhD Workshops Academy of Management TIM Division, Doctoral Consortium, August 2016 EM-Lyon Chamonix PhD Seminar in Management, March 2016 Atlanta Competitive Advantage Conference (ACAC), Research Development Workshop, May 2015 Academy of Management BPS Division, Doctoral Consortium, August 2014 KTO Paper Development Workshop, Skema Business School, June 2013 Paper Presentations Cennamo, C., Ozalp, H., Why Do New Platform Technologies Fail? The Paradox of Technological Superiority Utrecht University School of Economics, Utrecht, Netherlands, May 2016 VU Amsterdam KIN Research, Amsterdam, Netherlands, March 2016 Academy of Management Annual Meeting, Vancouver, Canada, August 2015 Platform Strategy Research Symposium, Boston, USA, July 2015 IE Business School, Madrid, Spain, February 2015 (presented by co-author) Strategic Management Society Annual Conference, Madrid, Spain, September 2014 Ozalp, H., Deeper or wider and when? Industry Evolution and the Impact of Experience in Product Development Outcomes Strategic Management Society Annual Conference, Denver, USA, October 2015 Academy of Management Annual Meeting, Vancouver, Canada, August 2015 Consortium on Competitiveness and Cooperation (CCC), New York, NY, April 2015 Ozalp, H., Kretschmer, T., Entrant and Incumbent Imitators: Niche Dynamics and Performance Outcomes Following a Trailblazer Product in a Segmented Market Academy of Management Annual Meeting, Anaheim, USA, August 2016 DRUID Society Conference, Copenhagen, Denmark, June 2016 Ozalp, H., Trade-off between Types of Experience and the Role of Learning Trajectories in New Niche Entry Academy of Management Annual Meeting, Philadelphia, USA, August 2014 DRUID Society Conference, Copenhagen, Denmark, June 2014 Strategic Management Society Special Conference, Tel-Aviv, Israel, March 2014 DRUID Academy, Vancouver, Skorping, Denmark, January 2014

4 Panels Ozalp, H., Uzunca, B., Categories or Submarkets: Different Perspectives on Within-Industry Heterogeneity (Panelists: Suarez, F., Negro, G., Thompson, P., Kennedy, M.) Academy of Management Conference 2015 Annual Meeting, Vancouver, August 2015 SERVICE AND MEMBERSHIP Reviewer Strategic Management Journal since 2016 Reviewer Strategic Management Society Annual Conference since 2014 Reviewer Academy of Management Annual Meeting since 2013 Member Strategic Management Society since 2014 Member Academy of Management since 2013 Member DRUID since 2014 PRIOR EXPERIENCE Intern Millward Brown, Istanbul, Turkey June-September Market Research Industry: Quantitative Client Services Team Intern Turkcell, Istanbul, Turkey August-September Telecommunications Industry: Competency & Management Development Team Intern Johnson Diversey, Gebze, Turkey July Chemicals Industry: Production Department OTHER SKILLS Languages: Turkish (Native), English (Fluent), Italian (intermediate) Softwares: STATA, UCINet, fsqca REFERENCES Tobias Kretschmer Full Professor, Head of the Institute for Strategy, Technology and Organization LMU Munich t.kretschmer@lmu.de Phone: +49 (0) Carmelo Cennamo Assistant Professor Department of Management and Technology Bocconi University carmelo.cennamo@unibocconi.it Phone: Franco Malerba Full Professor Department of Management and Technology Bocconi University franco.malerba@unibocconi.it Phone:

5 Summary of Working Papers Ozalp, H., Cennamo, C. Why Do New Platform Technologies Fail? The Paradox of Technological Superiority (Second chapter of dissertation) Technological superiority provides more functional value for users, and is a critical dimension that challengers can leverage to dethrone incumbent technological platforms. We argue that while technological superiority might help accelerating adoption on one side of the market by driving early user adoption, it also causes greater innovation challenges for complementors who face time compression diseconomies due to the learning of the new technological environment. This limits their contribution of complementary products, which creates unfavorable expectations and slows down platform adoption. Eventually, these platforms fail. We develop this logic conceptually through a qualitative analysis of the US video game console industry. A number of studies have documented a puzzling result that it is often the inferior technology to become the dominant standard. In the context of platform markets, our study highlights that what is perceived as superior from a technological perspective is in fact inferior from an ecosystem perspective that accounts also for complementors. Progress: Final Draft - to be submitted to Research Policy Ozalp, H. Deeper or wider and when? Industry Evolution and the Impact of Experience in Product Development Outcomes (First chapter of dissertation) A firm s growth and strategic renewal depends on its ability to continually develop successful products. The role of experience is central to explaining why some firms fare better in these efforts than others, and existing research suggests that we must distinguish between breadth and depth of experience. However, empirical results to date have been inconsistent. I argue that one must look at the changing industry context to discern how depth and breadth of experience influence product development performance. I test the effects of depth and breadth of experience contingent on technology life cycle and industry life cycle (i.e., the evolutionary context) in the US Video Game Industry. I find that depth and breadth of experience significantly affect product development performance only when considered together with evolutionary context. Second, my analysis reveals a counter-intuitive increase in the importance of major innovations late in the industry life cycle. I argue that this is evidence of a de-maturation stage of the industry life cycle, which is rarely treated formally, but widely observed in many industries. Progress: Final Draft (Target Journal: Research Policy) Ozalp, H., Kretschmer, T. Entrant and Incumbent Imitators: Niche Dynamics and Performance Outcomes Following a Trailblazer Product in a Segmented Market (Third chapter of dissertation) Recent research has increasingly recognized the importance of disaggregating industries into segments to better explain their evolution in terms of demand, entry, as well as incumbent and entrant competition. We argue that these dynamics in market segments depend to an important extent to trailblazer products. We propose that trailblazers will lead to an increase in segment demand and product entry, but only entrants will benefit from increased demand following the release of a trailblazer product. Incumbents are better competitors in their segments, but possess less ability and willingness to imitate trailblazer products. We test our ideas using the sample of all commercially released games for fifth-generation and sixth-generation video game consoles in US and find support for our hypotheses. Progress: First Draft (Target Journal: Strategic Management Journal)