Hyperspecialization and hyperscaling: A resource‐based theory of the digital firm

Abstract Research Summary Digital firms tend to be both narrow in their vertical scope and large in their scale. We explain this phenomenon through a theory about how attributes of firms' resource bundles impact their scale and specialization. We posit that highly scalable resource bundles entail significant opportunity costs of integration (vs. outsourcing), which simultaneously drive “hyperspecialization” and “hyperscaling” in digital firms. Using descriptive theory and a formal model, we develop several propositions that align with observed features of digital businesses. We offer a parsimonious modeling framework for resource‐based theorizing about highly scalable digital firms, shed light on the phenomenon of digital scaling, and provide insights into the far‐reaching ways that technology‐enabled resources are reshaping firms in the digital economy. Managerial Summary Why are leading firms in the digital economy simultaneously larger and more specialized than those in the industrial age? Our research explains this phenomenon as being driven by the scalability of digital resources—that is, their capacity to create more value at larger scales when used intensively in a focal activity. We clarify what digital scalability means, and highlight trade‐offs created by the opportunity costs of not employing scalable digital resources intensively. Digital firms should outsource complementary activities to avoid diverting resources away from their scalable core, and to enhance their ability to grow exponentially. Although resource fungibility and outsourcing costs mitigate these imperatives, digital firms may nonetheless find it profitable to remain specialized despite the challenges of managing outsourcing and sharing value with complementors.