Purpose This article is based on a systematic and comprehensive review of the literature on two-sided platforms, the business structure based on the concept of matchmaking groups of customers (e.g. Uber or Airbnb). The research aims to identify gaps in the existing literature while providing a structured summary of the existing knowledge in the field. Finally, we propose a conceptual framework enabling platform thinking, the ability to see hybrid multi-sided platforms as a useful resource-orchestration structure to unveil innovation opportunities. Design/methodology/approach This study adopts a bibliometric approach, combing co-citation and text mining analyses of 196 papers, also implementing a longitudinal analysis that highlights the evolution of the field since its inception till today. Findings The novel aspect of the paper consists in taking a purely managerial stance of a very peculiar kind of platform, merging existing knowledge in comprehensive frameworks while providing potential avenues for research. Research limitations/implications From an academic perspective, this research highlights the double nature of two-sided platforms: as an operational choice or as a way to exploit (digital) assets and reach the economic sustainability. A research agenda is proposed, based on three pillars: a side-based standpoint, a business model perspective and an evolutionary stance to see how these businesses may evolve. Practical implications The research identifies different literature streams that may help practitioners in identifying how two-sided platforms may help them in fostering innovation. Originality/value The identification of two-sided platforms as a different way to create value (transaction platforms) or to capture value (non-transaction platform), enhancing the debate on this innovative business model. A research agenda to bring the field forward is proposed.
Stored only when both papers are in the corpus — 83 citations exist upstream.