Digital platforms, exceedingly important technological and strategic innovations in the new millennium, have had a significant impact on sustainable growth and have affected information and communications technology (ICT) and other industries. Companies which chose platform businesses create sustainable competitive advantage and grow in the market. For instance, according to the best global brand ranking in 2016 by Interbrand, 20 among the top 25 companies have wholly or partly adopted a platform business model. Further, among the top 15 “billion-dollar” startups (those valued at $1 billion or more by venture-capital firms), 11 are platform providers[1]. Platform-based companies can grow dramatically because building a powerful platform lets the company cultivate its own ecosystem that drives innovation, reduces risk while encouraging diversification, and creates more user bases with more products and services. As a result, digital platform businesses, in which various stakeholders participate and innovate, have become essential industry strategies because consistent innovation is necessary in this era of limitless competition and complications (Evans and Schmalensee, 2007; Dougherty and Dunne, 2011). In its short history, the digital platform business has led to the tremendous growth of existing firms and the creation of numerous new companies, and platform providers’ domination of the market is now widely accepted. As a result of network development, platform businesses hold a leadership position as gateways to the ecosystems (Leurs and Zimmer, 2017) with an important role in knowledge management and innovation. In the ICT industry, leading platform business companies are taking control over key areas, including operating systems, open-markets, social networks, and transaction systems (Kim, 2016). It is highly likely that platform-based companies have influenced people’s lifestyles and changed the business thinking and delivery (Parker et al., 2016). A digital platform business can be defined as a two-sided market, which is an environment with supplier and consumer groups that engage in exchanges and transactions (Amit and Zott, 2001; Ceccagnoli et al., 2011). The importance and usability of platform businesses increase as ICT grows and networks expand. As a result, platform business leadership is becoming more important (Gawer and Cusumano, 2002; Iansiti and Levien, 2004a; Morris and Ferguson, 1993), particularly for open platforms with stakeholders that are not constrained by contracts (Gawer and Cusumano, 2002). As such, sharing value with other participants who join a business network already on the market must take precedence in open platforms (Iansiti and Levien, 2004b), and, to this end, networks among market participants are most important. Shapiro and Varian (2013) explain these changes with the emergence of network economies. However, the most important issue in a network economy is establishing a “participants” network’, which maintains a competitive edge and increases value.