The fast development of B2B digital platforms offers many suppliers opportunities to engage their customers in new product development projects on these platforms. However, customers are often reluctant to participate in these projects due to potential risks, such as leaking critical business information and opportunism. Digital platforms further increase these risks as customers may face more uncertainties due to a lack of physical contact on these platforms. Drawing on the transaction cost analysis, we examine how platform governance mechanisms (i.e., macroculture and collective sanctions) influence customer participation in supplier NPD on B2B digital platforms. We find that both macroculture and collective sanctions can potentially facilitate customer participation on B2B digital platforms but in different ways. Specifically, macroculture tends to influence customer participation directly, especially when customers have heterogeneous needs. In comparison, the impact of collective sanctions on customer participation is contingent on high platform accessibility and customer need heterogeneity.

B2B 数字平台的快速发展为许多供应商提供了机会，让他们的客户参与这些平台上的新产品开发项目。但是，由于潜在的风险，例如泄露关键业务信息和机会主义，客户往往不愿意参与这些项目。数字平台进一步增加了这些风险，因为客户可能会因在这些平台上缺乏身体接触而面临更多的不确定性。利用交易成本分析，我们研究了平台治理机制（即宏观文化和集体制裁）如何影响客户参与 B2B 数字平台上的供应商 NPD。我们发现宏观文化和集体制裁都可能以不同的方式促进客户参与 B2B 数字平台。具体来说，宏观文化往往会直接影响客户的参与，尤其是当客户有不同的需求时。相比之下，集体制裁对客户参与的影响取决于平台的高可访问性和客户需求的异质性。