Digital B2B Platform Ecosystems: Exploring Environmental and Relational Factors

This dissertation examines digital B2B platform ecosystems, focusing on relational and market aspects. Despite the fact that more and more companies are establishing digital platform ecosystems that address B2B markets, there is still a lack of understanding of the underlying characteristics and mechanisms of digital B2B platform ecosystems, leading to a high number of failed initiatives. While it is often assumed that insights from the B2C context can be transferred to B2B, there are fundamental differences that result in the fact that B2B platforms cannot be fully understood using principles developed from the study of B2C platforms

Digital Ecosystems: Ecosystem-Oriented Architectures

We view Digital Ecosystems to be the digital counterparts of biological ecosystems. Here, we are concerned with the creation of these Digital Ecosystems, exploiting the self-organising properties of biological ecosystems to evolve high-level software applications. Therefore, we created the Digital Ecosystem, a novel optimisation technique inspired by biological ecosystems, where the optimisation works at two levels: a first optimisation, migration of agents which are distributed in a decentralised peer-to-peer network, operating continuously in time; this process feeds a second optimisation based on evolutionary computing that operates locally on single peers and is aimed at finding solutions to satisfy locally relevant constraints. The Digital Ecosystem was then measured experimentally through simulations, with measures originating from theoretical ecology, evaluating its likeness to biological ecosystems. This included its responsiveness to requests for applications from the user base, as a measure of the ecological succession (ecosystem maturity). Overall, we have advanced the understanding of Digital Ecosystems, creating Ecosystem-Oriented Architectures where the word ecosystem is more than just a metaphor.Comment: 39 pages, 26 figures, journa

The Dynamics of Transformation in the Development of Digital Services

Service providers are increasingly depending and using digital infrastructure and tools provided by digital platforms to transform their services and develop digital ones that meet the needs of heterogeneous end users. However, while there is an emerging literature of developing digital services, little is known about the dynamics of transformation. Using multiple cases of firms that develop digital services, the digital service taxonomy was synthesized to understand the dynamics of transformation in developing digital services. This study identifies five main dynamics: the services experience, the service process, the service capabilities, the service environment and the service delivery.  Each of those dynamics and their associated factors is explored under the objectives of business, interaction and technology. This enables us to extend the existing literature on digital service development in particular and contributes to the research of digital innovation in general

A Study on Platform's New Strategy in Media 2.0 Era - Based on “Keystone” concept & Google case

The purpose of this paper is to suggest a new strategy of the platform in Media 2.0 era. This goal is approached by firstly examining conceptual change of the platform strategy from mass media world (Media 1.0) to micro media world (Media 2.0). Then, it will discuss "Keystone" strategy by Iansiti & Levien (2004) who introduced four different types of platform and will give an example, Google. The data shows, how Google's keystone strategy could be successfully accomplished with three sources for value creation, revelation, aggregation and plasticity, and how healthy it is in terms of productivity, robustness, and niche creation. Finally, an applicable framework to Media 2.0 will be constructed on the basis sources for value creation and "Keystone" capabilities of ecosystem management. Three main parts of the keystone strategy are the openness, synchronization, and mass customization focus. --Media platform,Keystone,ecosystem

B2B App Store Governance in Software Platform Ecosystems: Dimensions and Types

The ever-increasing customer demand for use case-specific B2B software puts platform owners into a challenging situation where integrating a B2B app store into their digital platform becomes a necessity to manage the dynamics of software platform ecosystems. However, platform owners face uncertainty and experiment, while platform ecosystem research provides limited guidance for specific B2B app store governance. Closing this gap, we use multiple case studies and develop three taxonomies for architecture, control mechanisms, and demand generation to provide an overview of the solution space for B2B app store governance. We further derive three robust B2B app store governance types: platform play, transaction channel, and community platform. This paper enriches the B2C-driven and core-offering related research on digital platform governance with tangible B2B app store governance dimensions and types. We envision to guide practitioners in identifying and selecting governance characteristics to remain competitive and provide innovation for their B2B app stores

Market-Related and Relational Factors in B2B Platform Ecosystems: A Systematic Review and Research Agenda

Digital platforms have gained in popularity in B2B markets, leading to increased interest from researchers in IS and neighboring disciplines. Transferring findings from the much-studied B2C platforms is difficult as the two environments differ in numerous ways. Therefore, we argue that there is a need for a deeper understanding of the specific characteristics of B2B platform ecosystems in existing literature, especially from market and relational perspective. Conducting a systematic review with a focus on B2B platform literature from IS and neighboring disciplines, we identify and discuss three relational and four market-related dimensions. This paper contributes to the understanding of B2B platform ecosystems by structuring existing research and by providing starting points for future research

Digital Marketing for Sustainable Growth: Business Models and Online Campaigns Using Sustainable Strategies

t: In recent years, digital marketing has transformed the way in which companies communicate with their customers around the world. The increase in the use of social networks and how users communicate with companies on the Internet has given rise to new business models based on the bidirectionality of communication between companies and Internet users. Digital marketing, new business models, online advertising campaigns, and other digital strategies have gathered user opinions and comments through this new online channel. In this way, companies have started to see the digital ecosystem as not only their present, but also as their future. From this long-term perspective, companies are concerned about sustainability and the growth of their business models. There are new business models on the Internet that support social causes, new platforms aimed at supporting social and sustainable projects, and digital advertising campaigns promoting sustainability. The overarching aim of this Special Issue was to analyze the development of these new strategies as well as their influence on the sustainability of digital marketing strategies. Therefore, we aimed to analyze how companies adopt these new technologies in a digital environment that is increasingly concerned with the sustainability of business models and actions on the Internet