Domain ontology for digital marketplaces

Recently the sharing economy has emerged as a viable alternative to fulfilling a variety of consumer needs. As there is no consensus on the definition of ‘sharing economy’ we use the term ‘marketplace’ to refer more specifically to Internet/software-based sharing economy platforms connecting two different market segments. In the field of sharing economy and marketplaces we found a research gap concerning the (socio)technological aspects and the development of marketplaces. A marketplace ontology can help to have a clear account of marketplace concepts which will facilitate communication, consensus and alignment. In this paper we design this marketplace ontology in four steps. First the selection of UFO as foundation and UFO-S as core ontology. Second the search for a set of minimal conditions and properties common for marketplaces and the derivation into competency questions. Third, use the competency questions to identify fragmented sub-ontology pieces called Domain-Related Ontology Patterns (DROPs) and apply them informally by extending UFO-S concepts to design a marketplace domain ontology. This marketplace domain ontology is represented in OntoUML. The last step is the validation of the OntoUML model using expert knowledge

Investigating the mix of strategic choices and performance of transaction platforms: Evidence from the crowdfunding setting

Research Summary: The platform literature offers keen insights on the pricing and non-pricing strategies that transaction platforms undertake. We supplement this work by studying how platforms mix together their strategic choices and the association with platforms’ performance. To that end, we focus on crowdfunding platforms; a prominent setting of transaction platforms. We present an inductive large-N study of the population of 788 crowdfunding platforms that operated in EU-15 countries up to 2018. Our contribution is threefold: (a) identifying common mixes of strategic choices; (b) tracking deviations from these mixes; and (c) associating these with platforms’ survival and growth. We discuss our findings and how they advance knowledge at the intersection of the platform and strategic management literatures. Managerial Summary: Notable transaction-platforms such as eBay, LinkedIn, and Tencent have an aggregate market-value in the hundreds of billions of dollars. We know that platforms’ success is driven by the strategic choices they undertake. Yet, we know less about how they mix together these choices and the association with platforms’ performance. Our study addresses this gap by focusing on a prominent setting: crowdfunding. Using data on the population of 788 crowdfunding platforms in EU-15 countries, we show that these platforms cluster around three common mixes of strategic choices. Moreover, crowdfunding platforms do not strictly adhere to the strategy mix they are affiliated with. Interestingly, there is a positive association between the degree to which a platform's choices differentiate from its strategy mix and platform's subsequent performance

Digital Platforms in the Global South: Foundations and Research Agenda

Digital platforms have become integral to many of the everyday activities that people across the globe encounter in areas like transportation, commerce and social interactions. Research on the topic has largely concentrated on the general functioning of these platforms in terms of platform governance, business strategies and consumer behaviour. Despite their significant presence in the global South, the developmental implications of digital platforms remain largely understudied. In part, this is because digital platforms are a challenging research object due to their lack of conceptual definition, their spread across different regions and industries, and their intertwined nature with institutions, actors and digital technologies. The aim of this paper is therefore twofold: to provide a conceptual definition of digital platforms, and to identify research strands in international development contexts. To do so, we draw from digital platforms literature, differentiate between transaction and innovation platforms and expose their main characteristics. We the present four strands in the form of research questions, illustrated with concrete examples, that can assist to pursue relevant studies on digital platforms and international development in the future

Exclusivity and exclusion on platform markets

We examine conditions under which an exclusive license granted by the upstream producer of a component that some consumers regard as essential to one of two potential suppliers of a downstream platform market can make the unlicensed supplier unprofitable, although both firms would be profitable if both were licensed. If downstream varieties are close substitutes, an exclusive license need not be exclusionary. If downstream varieties are highly differentiated, an exclusive license is exclusionary, but it is not in the interest of the upstream firm to grant an exclusive license. For intermediate levels of product differentiation, an exclusive license is exclusionary and maximizes the upstream firm’s payoff

How management control systems can facilitate a firm's strategic renewal and creation of financial intelligence

This chapter presents how management control systems and financial intelligence can facilitate a firm’s strategic renewal. Although the strategic accounting literature has recognized the importance of financial intelligence to a firm’s strategic decision making and formulation of strategy, the question of how a management control system (MCS) can help a firm to revamp and reallocate its resources has been overlooked in the prior strategy literature. In response, this chapter presents a conceptual model, which presents how advanced management accounting systems can foster a firm’s strategic renewal in light of the available theoretical foundations (the strategy implementation view, the dynamic capability perspective, and management accounting). This chapter advances managers’ understanding of firm’s renewal practices through the use of an MCS. Practical examples have been used to illustrate how firms renew their business operations in practice.fi=vertaisarvioitu|en=peerReviewed

Stability in a network economy: The role of institutions

We consider an economy in which agents are embedded in a network of potential value-generating relationships. Agents are assumed to be able to participate in three types of economic interactions: Autarkic self-provision; bilateral interaction; and multilateral collaboration through endogenously provided platforms. We introduce two stability concepts and provide sufficient and necessary conditions on the network structure that guarantee existence, in cases of the absence of externalities, link-based externalities and crowding externalities. We show that institutional arrangements based on socioeconomic roles and leadership guarantee stability. In particular, the stability of more complex economic outcomes requires more strict and complex institutional rules to govern economic interactions. We investigate strict social hierarchies, tiered leadership structures and global market places