Immersive Platforms (IPs) have become pivotal in digital ecosystems, offering organizations novel opportunities to engage users in three-dimensional environments. Despite their widespread adoption, existing research often reduces IP strategies to singular objectives, such as branding or monetization, neglecting their inherent complexity. This study addresses these gaps by exploring the multi-intentional nature of IP strategies and their broader organizational implications. Drawing on 15 interviews with IP strategists and an analysis of 70 business cases, we develop a three-tier typology of IP ventures: base types (IP offerings, spaces, and events), hybrid types (IP pop-up stores, marketplaces, and venues), and integrated types (IP experiences). This typology highlights distinct pathways for organizations as they evolve from single-capability initiatives to complex, multi-capability configurations. We reveal that IP strategies are multi-intentional, with organizations simultaneously pursuing diverse goals, including revenue realization, reputation catalyzation, ecosystem growth, user engagement, and innovation capacity. Our configurational analysis uncovers risks of misalignment between strategic intentions and IP designs, providing actionable insights into optimizing the fit between organizational objectives and IP configurations. Additionally, the study identifies evolving organizational capabilities, such as 3D content creation, immersive interface design, and real-time community management, as critical enablers for IP adoption. Beyond their technological functionality, IPs act as catalysts for broader ecosystem transformations. They drive co-creation, collaborative innovation, and stakeholder network expansion, reshaping organizational strategies and governance. By advancing the understanding of IP strategies, this study contributes to platform strategy literature and lays the foundation for further exploration of digital ecosystems and innovation processes.
