The advent of emerging technologies, such as artificial intelligence (AI), presents new opportunities and challenges for organizations. The technological development is particularly relevant for digital platforms; these organizations utilize AI to change internal and external organizational factors, actively strategizing how to use AI for value creation. Recently, the phenomenon has gained considerable research interest; however, most studies examine AI’s impact on isolated organizational factors, leaving a gap in understanding the holistic organizational changes required to leverage AI for value creation. Addressing this gap, our study adopts a configurational perspective to understand how platform organizations strategize by adapting internal and external organizational factors to harness AI for value creation in service or product offerings. Drawing on a fuzzy set qualitative comparative analysis, we examine 45 cases from informants of platform organizations, identifying six configurations of platforms that leverage AI, either through integrating AI-enabled services or offering AI models as products. Our findings reveal distinct strategies for platforms in utilizing AI in value creation, thereby contributing to the understanding of how platforms strategically evolve. Moreover, we contribute to various discourses on building AI capabilities, enhancing value propositions through AI-led offerings, and integrating and orchestrating ecosystems.
