Levelling the Playing Field

2018 ◽  
Author(s):  
Jeremias Prassl
Keyword(s):  
Business Model ◽  
Business Models ◽  
Employment Law ◽  
Level Playing Field ◽  
Playing Field ◽  
On Demand ◽  
Gig Economy

This chapter considers the implications of the on-demand economy for consumers and markets. It shows how, for both consumers and workers, the on-demand bargain can unravel rather quickly: users potentially end up paying a much higher price and receive worse-quality services than promised. In addition, the gig-economy business model can lead to significant tax losses, as taxpayers are left to make up the shortfall and subsidize the industry in myriad ways. When these problems for consumers, workers, and taxpayers are added to the questionable economics behind many platforms’ business models, as discussed in the first chapter, it is not difficult to see why some suggest that the platforms should be banned. This chapter, however, argues against such drastic moves: we would destroy all benefits and innovation, and leave at least some consumers and workers worse off. Employment law is key to creating a level playing field for competition, which fosters innovation.

Humans as a Service

2018 ◽  
Author(s):  
Jeremias Prassl
Keyword(s):  
Business Models ◽  
Disruptive Innovation ◽  
Level Playing Field ◽  
Employment Relationships ◽  
Playing Field ◽  
On Demand ◽  
Gig Economy ◽  
Wide Range ◽  
Digital Work ◽  
Stable Employment

The rise of the gig economy is disrupting business models across the globe. Platforms’ digital work intermediation has had a profound impact on traditional conceptions of the employment relationship. The completion of ‘tasks’, ‘gigs’, or ‘rides’ in the (digital) crowd fundamentally challenges our understanding of work in modern labour markets: gone are the stable employment relationships between firms and workers, replaced by a world in which everybody can be ‘their own boss’ and enjoy the rewards—and face the risks—of independent businesses. Is this the future of work? What are the benefits and challenges of crowdsourced work? How can we protect consumers and workers without stifling innovation? Humans as a Service provides a detailed account of the growth and operation of gig-economy platforms, and develops a blueprint for solutions to the problems facing on-demand workers, platforms, and their customers. Following a brief introduction to the growth and operation of on-demand platforms across the world, the book scrutinizes competing narratives about ‘gig’ work. Drawing on a wide range of case studies, it explores how claims of ‘disruptive innovation’ and ‘micro-entrepreneurship’ often obscure the realities of precarious work under strict algorithmic surveillance, and the return to a business model that has existed for centuries. Humans as a Service shows how employment law can address many of these problems: gigs, tasks, and rides are work—and should be regulated as such. A concluding chapter demonstrates the broader benefits of a level playing field for consumers, taxpayers, and innovative entrepreneurs.

scholarly journals Identify Innovative Business Models: Can Innovative Business Models Enable Players to React to Ongoing or Unpredictable Trends?

2015 ◽  
Vol 5 (3) ◽  
Author(s):  
Paola Pisano ◽  
Marco Pironti ◽  
Alison Rieple
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Business Models ◽  
Text Messages ◽  
The Internet ◽  
Printing Technology ◽  
3D Printing Technology ◽  
On Demand ◽  
Phone Calls ◽  
New Business

AbstractSocioeconomic trends (such as makers, crowdsourcing, sharing economy, gamification) as well as technological trends (such as cloud computing, 3D printing technology, application, big data, TV on demand and the Internet of things) are changing the scenario and creating new opportunities, new businesses and, as a result, new players. The high level of uncertainty caused by the fast speed of innovation technology along with an enormous amount of information difficult to analyse and exploit are characterizing the current framework. On the other hand, businesses such as Netflix – with its 44,000 users and a long tail business model – show a new service based on TV on demand where innovation starts from the convergence between two different industries (TV and the Internet) and spreads on the need of new users. Quirky, with its innovative open business model, is manufacturing new products designed and developed by the community and finally produced with the use of 3D printing technology. While Google in a multi-sided model are giving their new glasses to different developers who build their own application on them, Kickstarter finds its business funders in the crowd, and pays them back with its future products, according to what the organization needs. Another element that adds complexity to the previous framework is the new customer. He or she is showing a social attitude in favour of transparency, openness, collaboration, and sharing. Every second more than 600 tweets are posted on Twitter and around 700 status updates are posted on Facebook. At the same time, people are receiving text messages, e-mails and skype or phone calls and simultaneously consuming TV, radio and print media. In this scenario characterized by trends where employees, funders, customers and partners do not play a stable role but work together with a sort of “platform organization” to create a product or service completely customized for different market niches, how can an organization set up an innovative business model in a defined trend? Is it possible to identify a sort of framework, able to inspire new business models, with an examination of trends? In this article we will use a mix of different approaches to inspire new business model.

scholarly journals Model Pengembangan Bisnis BUMDes berdasarkan Pendekatan Sharing Economy dan Gig Economy

2021 ◽  
Vol 12 (3) ◽  
pp. 347-352
Author(s):  
Jaka Sudewa ◽  
Mohammad Fahreza
Keyword(s):  
Development Strategy ◽  
Business Model ◽  
Business Models ◽  
Descriptive Analysis ◽  
Sharing Economy ◽  
Business Practices ◽  
Economy Model ◽  
Business Model Canvas ◽  
Gig Economy ◽  
New Business

In an effort to encourage MSMEs, especially BUMDes Bhakti, the main village of Cilembu, it is necessary to develop a new business model, namely by utilizing opportunities by implementing the digital economy so that BUMDes business activities can operate properly and can follow business developments, so that the purpose of bumdes can be achieved, namely improving services to the community and empowering villages as autonomous regions with regard to productive efforts and improving business. emandirian and village capacity in strengthening the economy. This research aims to find out the potential and business barriers of BUMDes Bhakti Utama, knowing the efforts of BUMDes Bhakti Utama Cilembu in reviving bumdes business that is currently vacuum and to formulate a sharing economy and gig economy model so that the right business model is found for BUMDes, especially BUMDes Bhakti Utama that can be developed and operate in Cilembu Village so that it has a business development strategy that is in accordance with current conditions.  Thus, this study has a contribution, both in the development of theory and in the business practices of sharing economy and gig economy in efforts to empower the village economy. The method used in this study is qualitative descriptive analysis, which is presented in the form of drawings, tables and descriptions. This descriptive analysis method is processed based on elements of the Business Model Canvas and conducted an analysis of the potential and obstacles of businesses and then analyzed based on the sharing economy and gig economy approach to get the sharing economy and gig economy model. Furthermore, SWOT and PESTEL analysis is carried out to assess the extent to which new business models can be used so that alternative strategies / efforts can be formulated.  

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States (Preprint)

2019 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

BACKGROUND On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). OBJECTIVE We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? METHODS This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. RESULTS Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. CONCLUSIONS On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

scholarly journals Regulatory Developments in the Gig Economy: A Literature Review

The Winners ◽  
2020 ◽  
Vol 21 (2) ◽  
pp. 141-153
Author(s):  
Victory Haris Kusuma Wardhana ◽  
Maria Grace Herlina ◽  
Sugiharto Bangsawan ◽  
Michael Aaron Tuori Tuori
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Rapid Growth ◽  
Main Question ◽  
Central Question ◽  
Data Filtering ◽  
Regulatory Issues ◽  
On Demand ◽  
Gig Economy ◽  
Crowd Work

The emergence of the gig economy and its rapid growth was anticipated to play a big part in its economy. Despite the enormous benefits, the gig economy business model had also attracted numerous issues in many countries and regions. The research utilized a Systematic Literature Review (SLR) methodology by Snyder for analyzing regulation issues in the gig economy, which was divided into six steps, those were defining the central question, determining databases, using search string to find relevant keywords, extracting data, filtering data, and analyzing the findings to answer to the main question. The SLR results show licensing and misclassifications are the most dominant factors in gig economy, while regulatory issues such as safety, tax, externalities, wage, benefit, privacy, and discrimination area are other factors in it. The most popular platform types that attract regulators are work on demand, asset rental, and crowd-work. 

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States

10.2196/14304 ◽  
2019 ◽  
Vol 21 (11) ◽  
pp. e14304 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

Background On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). Objective We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? Methods This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. Results Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. Conclusions On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

scholarly journals World Cinema, vod Platforms and the Western Demand

2020 ◽  
pp. 1-7
Author(s):  
Constantin Parvulescu
Keyword(s):  
Business Model ◽  
Business Models ◽  
Video On Demand ◽  
Ethical Business ◽  
On Demand ◽  
Global Cinema ◽  
World Cinema ◽  
The World ◽  
The Way

The article explores the concept of world cinema as an other to global cinema from a marketing perspective. Special attention is given to the way the world cinema universe is presented on video-on-demand platforms in Western markets. To demonstrate that the stories, scope and concerns of this universe vary according to marketing objectives, the article compares presentations on three platforms with contrasting business models and marketing algorithms: Netflix, Filmin, and FilmDoo. This leads to an important conclustion: presentations on platforms with an apparently more ethical business model are not necessarily more progressive and more advantageous to world cinema in terms of avoiding its “genre-fication”.

scholarly journals Profits Uber everything? The gig economy and the morality of category work

2019 ◽  
pp. 147612701989450 ◽  
Author(s):  
Joep Cornelissen ◽  
Magdalena Cholakova
Keyword(s):  
Business Models ◽  
Sharing Economy ◽  
Employment Relationship ◽  
On Demand ◽  
Moral Basis ◽  
Gig Economy ◽  
The World ◽  
Organizational Activities ◽  
Do So

In this essay, we address the question of how the strategic and organizational activities of on-demand sharing economy companies such as Uber are labeled and classified. We approach this question through a categorization lens and explore in particular whether sharing economy companies can legitimately frame the individuals who work for them as “independent workers” and what this implies for the nature of the employment relationship in such on-demand business models. Our overall aim in doing this is twofold. First, we highlight and address an important categorization issue in our current society, which has potentially far-reaching consequences for the nature of employment and the securities and protections that workers used to enjoy in many parts of the world. Second, we advance prior research in the strategy and organizational domain by elaborating how acts of categorization are inherently moral and political in nature. In this way, we aim to provoke researchers toward studying the moral basis of categorization work and we provide pointers in this essay for how they might do so.

scholarly journals The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization

2017 ◽  
Vol 38 (5) ◽  
pp. 691-709 ◽  
Author(s):  
Peter Fleming
Keyword(s):  
Human Capital ◽  
Business Models ◽  
Human Capital Theory ◽  
Economic Insecurity ◽  
Costs And Benefits ◽  
Capital Theory ◽  
On Demand ◽  
Self Employment ◽  
Gig Economy ◽  
Gary Becker

Human capital theory – developed by neoclassical economists like Gary Becker and Theodore Schultz – is widely considered a useful way to explain how employees might enhance their value in organizations, leading to improved skill, autonomy and socio-economic wellbeing. This essay argues the opposite. Human capital theory implies that employees should bear the costs (and benefits) of their investment. Highly individualized training and work practices are an inevitable corollary. Self-employment, portfolio careers, the ‘gig economy’ and on-demand business models (including Uber and Deliveroo) faithfully reflect the assumptions that inform human capital theory. I term this the radical responsibilization of the workforce and link it to growing economic insecurity, low productivity, diminished autonomy and worrying levels of personal debt. The essay concludes by proposing some possible solutions.

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