Consumers' choice among peer-to-peer sharing platforms: The other side of the coin

Many peer-to-peer sharing platforms are transforming their business model from sharing for free to renting with or without in-person interactions. How will these changes affect consumers’ participation in peer-to-peer sharing of personal items? The work studies consumers’ choice among three business models that vary on two dimensions: “free versus renting” and “with or without in-person interactions.” The novelty is to consider that consumers’ choice can be driven by their perceptions of relationships among peers, which are shaped by the business models of sharing platforms. Perceptions of communal sharing (CS) relationships among peers are found to differ across business models and to predict consumers’ choice among the platforms above and beyond the economic and social benefits that consumers seek. Interestingly, perceptions of CS are not only found to explain the choice of a sharing for the free business model over the two others, but also the choice of renting with in-person interactions over renting without in-person interactions. For managers of peer-to-peer sharing platforms, this means that renting does not make sharing completely similar to traditional market exchanges as long as in-person interactions are involved. For scholars, this calls for more work on the factors that bring about perceptions of CS

Stakeholder Relationships and Social Welfare: A Behavioral Theory of Contributions to Joint Value Creation

Firms play a crucial role in furthering social welfare through their ability to foster stakeholders’ contributions to joint value creation, i.e., value creation that involves a public-good dilemma due to high task and outcome interdependence - leading to what economists have labeled the ‘team production problem’. We build on relational models theory to examine how individual stakeholders’ contributions to joint value creation are shaped by stakeholders’ mental representations of their relationships with the other participants in value creation, and how these mental representations are affected by the perceived behavior of the firm. Stakeholder theory typically contrasts a broadly-defined ‘relational’ approach to stakeholder management with a ‘transactional’ approach based on the price mechanism - and has argued that the former is more likely to contribute to social welfare than the latter. Our theory supports this prediction for joint value creation, but also implies that the dichotomy on which it is based is too coarse-grained: there are three distinct ways to trigger higher contributions to joint value creation than through a ‘transactional’ approach. Our theory also helps explain the tendency for firms and their stakeholders to converge on ‘transactional’ relationships, despite their relative inefficiency in the context of joint value creation

A resource-based approach to performance and competition : An overview of the connections between resources and competition

This paper extends the resource-based view of the firm to give an overview of the connections between resources and competition. Specifically, it develops a conceptual framework explaining competitive advantage and performance that incorporate the resource-based view of the firm and Porter?s approach to competitive environment. On the basis of this framework, it shows how firms compete for resources and may use their resources to compete