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    IT 서ëč„슀 플랫폌의 가ìč˜ì°œì¶œ 평가:ì‹œëźŹë ˆìŽì…˜êłŒ ê”ŹìĄ°ë°©ì •ì‹ ëȘší˜•ì— êž°ë°˜í•˜ì—Ź

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    í•™ìœ„ë…ŒëŹž (ë°•ì‚Ź)-- 서욞대학ꔐ 대학원 : í˜‘ë™êłŒì • Ʞ술êČœì˜Â·êČœì œÂ·ì •ì±…ì „êł”, 2014. 2. Jorn Altmann.IT service platforms allow users to build, discover, purchase and utilize services offered. As these platforms grow in their number of users and variety of services, it raises the question of whether this phenomenon continues to benefit all participants in this service ecosystem. Aside from striving to gain more customers, IT service platform providers need to maintain their existing users and services as active sources of value. This is because it is vital that all stakeholders can generate sufficient value to sustain their participation in the market. For this research, we consider platform providers, service developers and users as the main stakeholders in the ecosystem of IT service platforms. The question to be addressed in this study is the nature and dynamics of value generated by these stakeholders. For this purpose, an interacting value creation model is constructed. The basis for the description of the values and their interrelationship is the identification of parameters. Based on these parameters, a model has been developed to help in inferring the relative impact of these parameters on the evolution of the IT service platform stakeholder values. Then, the model is evaluated using system dynamics simulation software. The results confirm the existence of a two-sided network effect. However in a maturing market, a larger participation of developers mainly benefits the service platform provider. Therefore, we can state that a large fraction of the value from two-sided network effects goes to the platform provider, although all stakeholders of a service platform benefit from a growing installed base of application users. This implies that users are the common source of value for all three stakeholders. Therefore, we investigate further the value model for IT service platform users. Based on a literature review, the investigation of the users value model identifies system usability, service variety and connectivity over the service platform to be the major determinants that contribute to the value offered to users. A structural equation model (SEM) is constructed from six observed constructs reflecting the three determinants and value of the user. Relationships among constructs in the model are hypothesized based on the technology acceptance model, network externalities and utility theory. Co-variance based structural equation analysis using AMOS has been conducted based on survey data of 210 mobile service platform users. The results show positive correlations between all constructs confirming the hypothesized model and 49% of the variance in the value obtained by users has been explained collectively. Relatively, the individual determinants contributions to explaining the value obtained is indicated as: services used (52%), connectivity (23%) and system usability (16%). The evaluations of both the simulation and structural equation models show that users benefit the most from an increase in the number of services that they can use and the increase in connectivity to other users enabled by the service platform. Overall, this study contributed to research in the area of value creation and IT services. It also infers implications that can support service platform managers.Chapter 1 Introduction ............................................................................................ 1 1.1 Overall Introduction ............................................................................................ 1 1.2 Problem Description ........................................................................................... 3 1.3 Research Objective ............................................................................................. 5 1.4 Research Questions ............................................................................................ 6 1.5 Methodology ...................................................................................................... 8 1.6 Contributions .................................................................................................... 13 1.7 Research Outline ............................................................................................... 14 Chapter 2 State-of-the-Art ..................................................................................... 17 2.1 IT Service Platforms .......................................................................................... 17 2.1.1 IT Service Ecosystems ................................................................................ 18 2.2 Value in IT Service Platforms ............................................................................ 20 2.2.1 Value Creation ........................................................................................... 20 2.2.2 Value Exchange .......................................................................................... 29 2.3 Network Externalities in IT Service Platforms ................................................... 30 2.3.1 Definition and Types of Network Effect .................................................... 30 2.3.2 Two-Sided Network Effects ....................................................................... 32 2.4 Analysis Methods Applied ................................................................................. 35 2.4.1 System Dynamics ....................................................................................... 35 2.4.2 Structural Equation Modelling ................................................................... 36 2.4.3 Measures of Value ..................................................................................... 37 Chapter 3 Value Creation in Application Service Platforms Through Two-Sided Network Effects ..................................................................................................... 38 3.1 Introduction ...................................................................................................... 38 3.2 Proposed Service Value Model.......................................................................... 41 3.2.1 Identifying Stakeholders ............................................................................ 41 3.2.2 Value Parameters and Their Effect on Stakeholders ................................. 45 3.3 Stakeholder Value Representations .................................................................. 51 3.4 Simulation Model .............................................................................................. 56 3.4.1 Value Creation Dynamics ........................................................................... 59 3.4.2 Scenario description and settings .............................................................. 62 3.4.3 Simulation Environment ............................................................................ 63 3.5 Results............................................................................................................... 65 3.6 Conclusions ....................................................................................................... 72 Chapter 4 Structural Analysis of Value Creation in Software Service Platforms ..... 75 4.1 Introduction ..................................................................................................... 75 4.2 Software Service Markets ................................................................................. 79 4.3 Technology Acceptance Model ......................................................................... 80 4.4 Model Specifications ......................................................................................... 82 4.4.1 Determinants of Value of Software Service Platform Users ...................... 82 4.4.2 Research Model ......................................................................................... 89 4.5 Data Collection ................................................................................................. 93 4.5.1 Description of Data .................................................................................... 95 4.6 Analysis ............................................................................................................. 96 4.6.1 Structural Equation Modelling ................................................................... 96 4.6.2 Model Analysis and Hypothesis Testing .................................................... 97 4.7 Analysis Conclusions ....................................................................................... 100 4.7.1 Implications ............................................................................................. 102 4.7.2 Limitations of Analysis ............................................................................. 104 Chapter 5 Implications and Conclusions ............................................................... 106 5.1 Summary ......................................................................................................... 106 5.2 Implications .................................................................................................... 109 5.3 Limitations of Study ........................................................................................ 111 5.4 Suggestions for Further Research ................................................................... 112 References ............................................................................................................ 113 Appendix A: Survey for Mobile Software Service Users ........................................ 121 Glossary of Terms ................................................................................................. 122 Abstract in Korean (ê”­ëŹž ìŽˆëĄ) ........................................................................... 125Docto

    The impact of Digital Platforms on Business Models: an empirical investigation on innovative start-ups

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    Digital platforms have the ability to connect people, organizations and resources with the aim of facilitating the core interactions between businesses and consumers as well as assuring a greater efficiency for the business management. New business concepts, such as innovative start-ups, are therefore created based on innovation, scalability and the relationships within the community around them. The purpose of this work is to deeply understand the evolution of business models brought by innovative and dynamic companies operating through online platforms. In order to achieve the objectives set, an exploratory multiple-case study was designed based on in-depth structured interviews. The aim was to conduct a mixed analysis, in order to rely both on qualitative and quantitative data. The structured interview protocol was therefore designed to collect and then analyse data concerning the company profile and managers’ perspectives on the phenomenon of interest. The interview protocol was submitted in advance and then face-to-face interviews were carried out with the following professional figures: Chief Executive Officer (CEO), General Manager, Chief Technology Officer (CTO), Marketing Manager and Developers. Collected data were analysed and processed through the Canvas Business Model in order to clearly outline similarities and differences among the sample. Results can be considered under two viewpoints. On the one hand, this work provides a detailed overview of the companies interviewed, according to the dimensions of: reference market dynamics, type and number of customers, scalability. On the other one, they allow to identify some success patterns regarding key activities, key resources, channel mix strategy, costs management, value proposition, customer segmentation, key partners and the way to obtain revenues. Results from the multiple-case study with 15 Italian start-ups provide interesting insights by comparing the innovative business models developed and highlighting key differences and similarities. verall, the start-ups analyzed, operating in several sectors, showed great growth prospects and the possibility to create value for their customers through innovative products and services offered through digital platforms

    Designing Scalable Business Models

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    Digital business models are often designed for rapid growth, and some relatively young companies have indeed achieved global scale. However despite the visibility and importance of this phenomenon, analysis of scale and scalability remains underdeveloped in management literature. When it is addressed, analysis of this phenomenon is often over-influenced by arguments about economies of scale in production and distribution. To redress this omission, this paper draws on economic, organization and technology management literature to provide a detailed examination of the sources of scaling in digital businesses. We propose three mechanisms by which digital business models attempt to gain scale: engaging both non- paying users and paying customers; organizing customer engagement to allow self- customization; and orchestrating networked value chains, such as platforms or multi-sided business models. Scaling conditions are discussed, and propositions developed and illustrated with examples of big data entrepreneurial firms

    User Participation in Value Creation

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    This article examines HM Treasury’s proposal to account for the active participation of users in value creation in certain digital platforms. The first key question is whether there is any reason to believe, as HM Treasury suggests, that users only meaningfully or actively contribute to value creation in the context of certain digital platforms. The article accordingly explores the factors HM Treasury sets out for the attribution of income to active user participation, including features such as network effects, multisided business models, and a lack of physical presence in the jurisdiction of the user. It concludes that if a user participation concept were adopted into international tax norms, it is unlikely to be limited to digital businesses or to the business models particularly highlighted in the proposal issued by HM Treasury. The analysis proceeds by considering the factors set out by HM Treasury for the attribution of income to active user participation in the context of pharmaceuticals and biologics, the financial sector, and the “internet of things”. For example, the article concludes that under HM Treasury’s user participation theory, returns from certain London-based financial intermediation businesses would need to be reallocated to other jurisdictions. Moreover, as the internet of things develops, one would expect the range of business affected by the active user participation concept to constantly expand

    Platform Rules: Multi-Sided Platforms as Regulators

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    This paper provides a basic conceptual framework for interpreting non-price instruments used by multi-sided platforms (MSPs) by analogizing MSPs as "private regulators" who regulate access to and interactions around the platform. We present evidence on Facebook, TopCoder, Roppongi Hills and Harvard Business School to document the "regulatory" role played by MSPs. We find MSPs use nuanced combinations of legal, technological, informational and other instruments (including price-setting) to implement desired outcomes. Non-price instruments were very much at the core of MSP strategies.Platforms, regulation, network effects, distributed innovation

    How innovation intermediaries are shaping the technology market? An analysis of their business model

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    In an era with abundant and widely distributed knowledge across the globe, technology markets became prominent. As technology transactions suffer from several market imperfections, a rapidly increasing number of various innovation intermediaries are facilitating these transactions. We analyse how a subset of these intermediaries create value in a two-sided market and how they can capture part of the value. A detailed analysis of the business model of 12 innovation intermediaries clarifies how these organizations improve the effectiveness of technology markets providing benefits for both sides of the market. We also look at managerial trade-offs between the use of intermediaries’ services and in-house innovation platforms.innovation intermediaries; open innovation; business model; two-sided markets

    Entering the Economic Models of Game Console Manufacturers

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    This paper deals with the video game console market. We are not interested here in portable consoles nor in PC games. Our work focuses on the role of core competencies in console wars, analyzing the way these competencies are activated within the firms' business models. The home console market also exhibits crossed network externalities, which requires console manufacturers the ability to conciliate the interests of both developers and gamers. From a strategic point of view, core competencies are closely related with market performance. Today, Sony's and Microsoft's business models are quite similar. However, Microsoft and Sony remain far behind Nintendo and its Wii, which suggests that core competencies do not discriminate on performance as much as the positioning choices made upstream when the strategy is crafted. The link between core competencies, economic model and strategy is at the heart of this study.video game console, business model, core competencies, two-sided market, platform.

    A Survey of the Economic Role of Software Platforms in Computer-Based Industries

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    Software platforms are a critical component of the computer systems underpinning leading– edge products ranging from third– generation mobile phones to video games. After describing some key economic features of computer systems and software platforms, the paper presents case studies of personal computers, video games, personal digital assistants, smart mobile phones, and digital content devices. It then compares several economic aspects of these businesses including their industry evolution, pricing structures, and degrees of integration.software platforms, hardware platforms, network effects, bundling, multi-sided markets
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