57 Platform Business and Network Strategy Junic Kim * Abstract This review organises the fragmented management literature on platform business according to a conceptual map and a meta-theoretical scheme. Since the early 2000s, numerous researchers have examined platform business and two-sided networks with platform business and strategy being an important business innova- tion model for many industries, creating value primarily by enabling direct interactions. Platforms such as Google or Amazon contain a common set of rules and components in most user transactions. Thirty-two core papers and books on Strategic Management Journal, Industrial Economics and Operation Management- related disciplines are reviewed, with further observations on how cumulative research streams on the plat- form are carried out independently from each academic perspective. The irst of the two arguments in this paper is that because interactive relationships bridge the platform and stakeholders such as end-users and developers, it is crucial for platform companies to be aware of their relationship with stakeholders in order to support and sustainably provide content to their platform. The second is that integrative perspectives are essential due to the low number of interdisciplinary investigations conducted thus far. The paper’s inal sec- tion deals with implications for theory and practice, concluding that integrative studies and interactive rela- tionship studies should be the main research streams in future platform research. Keywords platform business, two-sided networks, network effect, multi-sided platform I thank Professor Ian Miles and Dr. Kieron Flanagan from Manchester Business School, University of Manchester as well as Professor Minhwa Lee from KAIST for their supportive and constructive suggestions. * PhD Candidate, Manchester Institute of Innovation Research (MIoIR), Manchester Business School, University of Manchester, junic. kim@postgrad.mbs.ac.uk