439,204 research outputs found

    Incumbent Organizations Transform Through Digital Platforms

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    Incumbent organizations in every industry face the imminent threat of digital organizations, particularly digital platform businesses, becoming their competitors. Digital platforms enable value exchanges among its users and can quickly scale and generate substantial network effects. Incumbents, as part of their digital transformation and business model innovation efforts, should consider using a digital multi-sided platform business model to remain competitive in the sharing economy. In this research-in-progress study, we identify the digital platform threat, briefly discuss business model innovation and the dynamic capabilities theory, present a research methodology for our study, describe six digital platform initiatives at four organizations, and provide a framework classifying digital platform strategies for incumbent organizations

    Business Model Configurations for Digital Platform Success - Towards a Typology of Digital Platform Business Models

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    Competition between digital platforms is harder compared to non-platform businesses. Fierce platform competition reduces digital platforms’ chances of success. Research has identified many aspects of digital platforms and their surrounding ecosystem that influence the success of digital platforms. This research is comprehensive but not integrated. The business model as an activity system provides a lens to orchestrate various dimensions of digital platforms. We conduct a case survey of published case studies on digital platforms and analyze their business models using a multi-value qualitative comparative analysis. The resulting business model configurations reveal how surviving digital platforms combine different value propositions, value capture mechanisms, and value creation strategies. We identify four configurations of digital platform business models (matching, spreading, innovating, and dominating business models) leading to digital platform success (i.e., survival). In our future research, we will identify more detailed business model configurations using a larger case sample

    Internationalization of Digital Platform SMEs: The Network Perspective

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    Previous research on internationalization has applied the business network approach to a large extent; also, studies on internationalizing digital platform firms discuss how these com-panies establish their user network. However, little is known about how these two types of networks (a business network and a user network) are combined and influence the interna-tional expansion of a digital platform SME. Therefore, the objective of this research is to study the relationship between these two types of networks in the internationalization of a digital platform SME, specifically focusing on the one-way relation from business to user networks, and answer the research question “how do business networks enable digital platform SMEs to internationalize their business and create a user network when internationalizing?”. The theoretical framework for this study covers rele-vant literature concerning internationalization, business networks, platform businesses and their user networks. This thesis is based on the multiple-case study of international digital platform firms from Finland. The data include semi-structured interviews conducted with founders and managers of three firms. The results of this thesis highlight the connection between these two networks in the interna-tionalization of digital platform SMEs; it shows how the business networks aid in the for-mation of the user network. This study was able to bring a new perspective of how business networks, which occur in the physical space, aid in building user networks, which occur in the digital space. The study shows that building long-lasting business networks is time-consuming; however, relationships formed in person are highly important even for a business which operates fully digitally. Furthermore, this study underlines the importance of business networks for an emerging business, since a business may otherwise not gain access to all needed resources when expanding internationally

    Towards a New Business Model Canvas for Platform Businesses in Two-Sided Markets

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    Purpose This study aims to increase the understanding of digital platform businesses and business model innovation in two-sided markets. Design/methodology/approach A new business model canvas tool was created through abductive reasoning and a real-life case study. The case was a unique driving school digital platform that belongs to employee and professional service platforms. Findings The proposed business model canvas is based on Scholten’s canvas (2016) for platform businesses and complements it by acknowledging changes in people’s values and macro-environmental factors as new elements. Research limitations/implications (if applicable) The study is limited to an exemplary case of a driving school digital platform. However, the results and the novel canvas tool can be applied to innovating business models for digital service platforms in many industries. Originality/value The novelty of the study is derived from the insights created by the case study and the new tool that helps platform businesses innovate in two-sided markets. Keywords: digital business model; two-sided market; canvas; value proposition; values; PESTE

    Product Digital-Platform-Business Co-Design: A Systematic Sprint Approach

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    In today\u27s connected age, numerous companies that develop mechatronic systems in generations pursue a digital platform business model. Previous research created the SPDS – Smart Platform Design Sprint to provide product development processes with the necessary tool to build digital platform business models. The SPDS is a five-day method to discover and design digital platform business models. This research validates and further develops the SPDS to provide insights into the first practical application and evaluates the methodology\u27s functionality by solving a real-world problem. More applications of the SPDS are needed to verify its robustness for improved generalization

    RePEc and Socionet as partners in a changing digital library environment, 1997 to 2004 and beyond

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    This paper examines the theoretical foundation and practical development of the the RePEc and Socionet.ru digital libraries. RePEc is a UK-founded but internationally operating digital library for the economics discipline. Socionet is a Russia-based, but multi-disciplinary digital library for the wider social sciences. In 1997, Socionet copied the business model of RePEc and much of its technical infrastructure. As the Socionet library has matured, it has diverged from the RePEc model. Currently it emerges as a model and platform to build the Russian national level scientific and educational digital information space

    Platform Provider by Accident - A Case Study of Digital Platform Coring

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    Recent years have witnessed the rapid emergence of digital technology as not just an enabler, but indeed a material basis for platform development. However, extant platform literature does not adequately address strategies related to digital platforms. Specifically, the notion of platform coring does not consider how a core is to be identified or the nature of a core in relation to entangled physical and digital materiality. This paper presents a single-case study of a digital platform for business-to-business services. Results suggest that rather than a specific platform element, the core of a digital platform may be described as a capability to harness the potential of digital technology. Furthermore, platform coring may be aided by adopting value propositions as a means to conceptualize the process of negotiating mutual benefit among platform stakeholders. This study contributes to the understanding of digital platform establishment as it addresses the notion of coring and the emergent process related to the distributed ontology of digital technology and a situated perception of value
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