Designing platform ecosystems for collaboration, innovation and growth

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ajay Kumar Singal
Keyword(s):  
Business Models ◽  
Supply And Demand ◽  
Organization Design ◽  
Three Dimensions ◽  
Content Type ◽  
Goods And Services ◽  
Decentralized Governance ◽  
Platform Ecosystems ◽  
External Actors ◽  
Shared Context

PurposeThis paper explores the design dimensions that foster identity construction, legitimation, and growth of digitally mediated platform ecosystems.Design/methodology/approachA midrange theorizing approach was adopted to assimilate and induct the extant literature on ecosystems, platform business models and innovation, yielding testable propositions on ecosystem design for empirical testing.FindingsThe paper suggests that decentralized governance, partner engagement and shared context are three dimensions of criticality for designing a distinct platform ecosystem. These design dimensions nurture interactions, transactions, relationships between platform participants and external actors to make ecosystems authentic and legitimate. Decentralization is relevant for inducing flexibility and autonomy of participants on the platform. Engagement impacts the intensity of relationships the platform has with other firms in the ecosystem, while shared context is essential for creating knowledge and harnessing innovation on the platform.Research limitations/implicationsThe paper identifies a set of three testable propositions on ecosystem design for further empirical analysis by ecosystem researchers.Practical implicationsTo achieve future readiness, organizations must become resilient to the market environment. With that intent, traditional businesses are revising their operating models to become more collaborative, integrative and efficient. Adoption of digital initiatives for redesigning towards platform ecosystems will make traditional models more relevant as markets evolve. But as a new organization form, platform ecosystem faces the challenge of legitimacy. Author suggests that managers use the organization design lever to meet the challenge.Originality/valueEmergence of platform-based businesses and transformation of existing models to platform ecosystems are impacting today's competitive environment. During initial phases of evolution, ecosystems aim for identity and legitimacy. The authors contribute to organizational aspects of the platform ecosystem design literature by identifying decentralization of governance, engagement and shared context as dimensions of criticality for future-ready platforms. Secondly, these dimensions are associated with identity and legitimation of platform ecosystems. Decentralization is relevant for supply-side producers of goods and services on the platform, engagement has impact on both supply and demand-side participants of platforms, and shared context is essential for knowledge creation and harnessing innovation.

Business model innovation

2015 ◽  
Vol 9 (3) ◽  
pp. 200-218 ◽  
Author(s):  
Jaqueline Pels ◽  
Tomás Andrés Kidd
Keyword(s):  
Business Model ◽  
Business Models ◽  
Single Case ◽  
Business Model Innovation ◽  
Three Dimensions ◽  
Bottom Of The Pyramid ◽  
Bottom Up ◽  
Content Type ◽  
The Social ◽  
Medical Healthcare

Purpose – The purpose of this paper is to develop a framework that expands business model innovation literature by including a social goal, the emerging markets (EMs) environmental characteristics and adopting a bottom-up perspective. Design/methodology/approach – This paper draws on a single-case study. Sistema Ser/CEGIN (SER–CEGIN) is an Argentine social business that offers high-quality medical healthcare to BOP users. Findings – The paper presents a new conceptualization on business model innovation that includes three dimensions: firm-centric, environment and customer-centric. The framework incorporates to the traditional framework on business model innovation, the social profit equation, the general and task environment and the end-user, as well as the dynamics between them. Research limitations/implications – While the authors acknowledge the importance of studying the components of the business model operating levels (economic, operational and strategic) to determine the type of business model innovation (revenue, enterprise and industrial), the framework incoporates the environment and customer-centric dimension. The suggested framework opens new streams of research both for the innovation business model literature as well as for the EMs – bottom of the pyramid (BOP) literature. Practical implications – To achieve economic and social goals, particularly in the BOP, firms need to adopt a bottom-up approach to understand the components of their business model that need to be modified. Originality/value – The paper proposes a novel business model innovation conceptualization which is useful for both researches to better study business models in the BOP and for firms to successfully operate in the BOP.

Mapping vulnerability: how emerging markets respond to multinationals

2014 ◽  
Vol 35 (6) ◽  
pp. 41-48 ◽  
Author(s):  
Arun Kumar Jain ◽  
Ajay Kumar Singal
Keyword(s):  
Business Models ◽  
Three Dimensions ◽  
Business Practices ◽  
Strategic Decisions ◽  
Content Type ◽  
Hazard Management ◽  
Mapping Vulnerability ◽  
Physical Assets ◽  
Vulnerability Framework ◽  
Skills Learning

Purpose – This paper aims to look at corporate vulnerability – a concept unexplored in literature. It analyzes how firms develop vulnerability as a result of past strategic decisions and business practices like global sourcing, outsourcing, business models, manufacturing practices, diversification, etc. Design/methodology/approach – This paper relies on cross-disciplinary theories from natural hazard management and strategy literature to put forth a definition of strategic vulnerability and its dimensions. Findings – Strategic vulnerability is seen as a multidimensional construct having at least three attributes: Tangible resources that capture the physical assets dimension; Capabilities are the skills, learning and knowledge part; and Fitness that represents the collective ability of an organization to cope with external and internal challenges. Further, vulnerabilities remain inherent in the firm, and may not be visible until organizations face some external stress or adverse scenario. Research limitations/implications – The framework needs further empirical testing through case studies or other methodologies to bring forth managerial reflections on the three dimensions identified in the paper. Originality/value – Strategic vulnerability framework helps managers to analyze the dimensions that make strategic position of firms vulnerable to existing or emerging competition. Based on the vulnerability analysis, managers can initiate actions to improve competitive positioning of their firms.

E-Procurement

2011 ◽  
pp. 1566-1583 ◽  
Author(s):  
Mark K. Krysiak ◽  
Carla Tucker ◽  
David Spitzer ◽  
Kevin Holland
Keyword(s):  
Business Models ◽  
Life Experience ◽  
Supply And Demand ◽  
Real Life ◽  
Careful Examination ◽  
Business Practices ◽  
Advisory Committees ◽  
Goods And Services ◽  
Legislative Changes ◽  
Procurement System

This essay is a careful examination of the effect of leveraging and integrating the power of the Internet as a tool in the total procurement process and its relationship to the supply and demand for goods and services. This work will be of interest to both informed and uninformed readers who wish to broaden their understanding and the effect of e-Procurement within the process of government purchasing. The chapter begins with a discussion of legacy systems and past practice purchasing methods. This is followed by sections on public sector versus private sector business practices, business models for e-Procurement, culture changes, legislative changes allowing for adoption of e-Procurement and advisory committees. There are also sections addressing the benefits of e-Procurement versus paper-based procurement, vendor retention and training. A case study of eMaryland Marketplace, the State of Maryland’s e-Procurement Portal, is discussed with particular attention given to theoretical use versus “real life” experience associated with implementing an e-Procurement system. Statistics are cited comparing savings achieved in user efficiency and direct cost between e-Procurement versus “paper” purchasing methods. A discussion is presented outlining added modules to the initial eMaryland Marketplace program. This discussion will include the future implementation of regular and reverse-auctions conducted online through the eMaryland Marketplace portal. In addition, a discussion ensues on how the capital project solicitations were brought onto eMaryland Marketplace. These include all construction, architectural, and engineering contracts let through the eMaryland Marketplace. Finally, recommendations are made for other state or local jurisdictions that are considering implementation of e-Procurement.

E-Procurement

2011 ◽  
pp. 149-168 ◽  
Author(s):  
Mark K. Krysiak ◽  
Carla Tucker ◽  
David Spitzer ◽  
Kevin Holland
Keyword(s):  
Business Models ◽  
Life Experience ◽  
Supply And Demand ◽  
Real Life ◽  
Careful Examination ◽  
Business Practices ◽  
Advisory Committees ◽  
Goods And Services ◽  
Legislative Changes ◽  
Procurement System

This essay is a careful examination of the effect of leveraging and integrating the power of the Internet as a tool in the total procurement process and its relationship to the supply and demand for goods and services. This work will be of interest to both informed and uninformed readers who wish to broaden their understanding and the effect of e-Procurement within the process of government purchasing. The chapter begins with a discussion of legacy systems and past practice purchasing methods. This is followed by sections on public sector versus private sector business practices, business models for e-Procurement, culture changes, legislative changes allowing for adoption of e-Procurement and advisory committees. There are also sections addressing the benefits of e-Procurement versus paper-based procurement, vendor retention and training. A case study of eMaryland Marketplace, the State of Maryland’s e-Procurement Portal, is discussed with particular attention given to theoretical use versus “real life” experience associated with implementing an e-Procurement system. Statistics are cited comparing savings achieved in user efficiency and direct cost between e-Procurement versus “paper” purchasing methods. A discussion is presented outlining added modules to the initial eMaryland Marketplace program. This discussion will include the future implementation of regular and reverse-auctions conducted online through the eMaryland Marketplace portal. In addition, a discussion ensues on how the capital project solicitations were brought onto eMaryland Marketplace. These include all construction, architectural, and engineering contracts let through the eMaryland Marketplace. Finally, recommendations are made for other state or local jurisdictions that are considering implementation of e-Procurement.

Global manufacturing value networks: assessing the critical roles of platform ecosystems and Industry 4.0

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arindam Das ◽  
Sourav Dey
Keyword(s):  
Industry 4.0 ◽  
Business Models ◽  
Critical Role ◽  
Content Type ◽  
Value Network ◽  
Industry Competition ◽  
Exploratory Approach ◽  
Platform Ecosystems ◽  
Packaged Food ◽  
Industry Sectors

PurposeThe purpose of this paper is to synthesize a manufacturing value network for digital multinationals that combines the global reach of multinationals, the power of platform business models and digitalization. Toward this, the authors assess the critical roles platform ecosystems, and Industry 4.0 play in resolving the key challenges associated with asset specificity, location specificity and information asymmetry, inherent in the conventional business models of manufacturing multinationals.Design/methodology/approachThe authors take an exploratory approach in reviewing industry literature and analyzing implementations of digital technologies in manufacturing and supply chain processes at four large manufacturing multinationals from diverse industry sectors, from electronics to packaged food production. The authors also identify how value-creation activities are relocated, and how players collaborate to create and capture value. Consequently, the authors abstract a framework for global value network of manufacturing multinationals.FindingsWith changing definitions of industry, competition and organizations, the authors’ framework for manufacturing value network establishes the ways digitalization can be integrated in the global businesses of manufacturing multinationals, realizing the combinatorial effect of Industry 4.0 and platform ecosystems. The transformation redefines the ways multinationals have been leveraging their ownership-location-internalization (OLI) advantages. The authors recognize that the multinational orchestrator plays a critical role in creating shared goals for platform participants and governing the dynamics. In addition, the participants' propensity to trust the platform and the perceived trustworthiness of the orchestrator shape the scope and boundaries of the platform.Originality/valueThe authors raise critical questions about the role of multinational orchestrator and trust dimensions. In addition, the OLI-platform paradigm that incorporates the combinatorial effect of platform ecosystem and Industry 4.0 explains how multinationals create and capture value in new ways.

A multidimensional platform ecosystem framework

Kybernetes ◽  
2020 ◽  
Vol 49 (7) ◽  
pp. 2003-2035
Author(s):  
Sergey Yablonsky
Keyword(s):  
Business Models ◽  
Economic Value ◽  
Levels Of Analysis ◽  
Future Research ◽  
Content Type ◽  
Integrative Framework ◽  
Formal Taxonomy ◽  
Platform Ecosystems ◽  
Platforms And Ecosystems ◽  
Different Levels

Purpose Ecosystems that support digital businesses maximize the economic value of network connections. This forces a shift toward platforms and ecosystems that are collaborative by nature by applying business models with multiple actors playing multiple roles. The purpose of this study is to show how the main concepts emerging from research on digital platform ecosystems (DPEs) could be organized in a taxonomy-based framework with different levels or dimensions of analysis. This study discusses some of the contingencies at these different levels and argues that future research needs to study DPEs across multiple levels of analysis. While this integrative framework allows the comparison, contrast and integration of various perspectives at different levels of analysis, further theorizing will be needed to advance the DPE research. The multidimensional framework proposed here involves the use of a multimethodological approach that incorporates a synergy of businesses, technological innovations and management methods to provide support for research in interrelationships across platform ecosystems (PEs) on a regular basis. Design/methodology/approach This paper proposes a new PE framework by constructing a formal taxonomy model that explains a vast group of phenomena produced by the PEs. Findings In addition to illustrating the PE taxonomy framework, this study also proposes a clear and precise description and structuring of the information in the ecosystem domain. The PE framework assists in identification, creation, assessment and disclosure research of platform business ecosystems. Research limitations/implications Because of the large number of taxonomy concepts (over 200), only main taxonomy fragments are shown in the paper. Practical implications The outcomes of this research could be used for planning, oversight and control over ecosystem management and the use of ecosystem’s knowledge-related resources for research purposes. Originality/value The PE framework is original and represents an effective tool for observing PEs.

Customers as creative resources: their influence on firm freedom

2015 ◽  
Vol 36 (4) ◽  
pp. 11-22 ◽  
Author(s):  
Loïc Plé ◽  
Xavier Lecocq
Keyword(s):  
Business Models ◽  
Negative Influence ◽  
Three Dimensions ◽  
Negative Consequences ◽  
Customer Integration ◽  
Content Type ◽  
Use Of Resources ◽  
Business Cases ◽  
Value Propositions ◽  
Negative Side Effects

Purpose – Researchers and practitioners usually consider that integrating customers in firms’ business models comes with positive consequences. However, customer integration may also detrimentally influence firms by limiting their strategic and operational latitude, which, in this context, refers to the degree of freedom companies possess over their strategic and operational decisions and actions. Being aware of that would enable companies to limit this potentially harmful influence. Design/methodology/approach – This is a conceptual paper that relies on recent business cases. It is suggested that the negative influence of customers on firms’ latitude occurs through the three dimensions of their business model, namely, resources and competences, value propositions (i.e. the firm’s offer) and the organization. Findings – By influencing the use of resources and competences, the design and evolution of the value proposition or the functioning of the organization, customers may constrain firms’ strategic and operational moves and thus have detrimental effects on their performance and evolution. Three ways to counterbalance this potentially negative influence are proposed. Research limitations/implications – A lack of prior research on the negative side effects of customer integration in firms’ business models is emphasized. Further studies are needed to help firms take these into consideration. Practical implications – Being aware of the potential drawbacks associated with using customers as resources, firms are invited to balance the level of their strategic and operational latitude with the importance that they grant to their customers. Originality/value – This paper introduces the concept of strategic and operational latitude. It is also one of the few to highlight the negative consequences of customer integration in firms’ business models.

Decentralized platforms and human relationships

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
The Other ◽  
Human Relationships ◽  
Content Type ◽  
Platform Governance ◽  
Pertinent Information ◽  
Platform Ecosystems ◽  
Shared Context ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on three design dimensions surrounding the formation of robust platform ecosystems like Uber and Udemy, namely: governance decentralization, shared context, and engagement. All these contribute to embedding trust and connection to a platform, by facilitating human relationships forming through them. Knowledge sharing and collaboration are core facets of building-in ever-increasing layers of innovation, and at one extreme platform governance could be completely decentralized, although this risks destabilizing the benefits of the other facets. Managers can gain plenty of commitment by involving many actors in decisions, without leaving the platform like a ship without a rudder… directionless. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Serving poor people in rich countries: the bottom-of-the-pyramid business model solution

2015 ◽  
Vol 36 (2) ◽  
pp. 3-15 ◽  
Author(s):  
Jaques Angot ◽  
Loïc Plé
Keyword(s):  
Developing Countries ◽  
Business Models ◽  
Developed Countries ◽  
Three Dimensions ◽  
Poor People ◽  
Bottom Of The Pyramid ◽  
Content Type ◽  
Fresh Perspective ◽  
Mind Set ◽  
The Developed Countries

Purpose – The purpose of this paper is to suggest that firms should transpose bottom-of-the-pyramid (BOP) strategies to top-of-the-pyramid (TOP) countries through adapted business models, noting that strategies usually apply to developing countries. This would enable them to address the consequences of the economic crisis that has increased the number of poor and financially constrained customers in developed countries. Design/methodology/approach – This is a conceptual article based on current research and multiple examples from real-world companies that have implemented BOP business models. These are viewed from the angle of frugal innovation, a fresh perspective on innovation as an outcome and process, which means innovating while significantly economizing the use of scarce resources. Findings – The paper explains how firms should adapt the three dimensions of their business models (value proposition, resources and competences and organization) to transpose BOP business models to TOP countries. Limitations and advantages of this transposition are also detailed. Research limitations/implications – A lack of prior research on how firms can confront poverty in TOP countries is emphasized. Further studies are needed to help firms adapt to the new economic conditions in TOP countries. Practical implications – Practitioners can use the recommendations herein to adapt their business models and address dramatic economic and social changes in the developed countries in which they function. Originality/value – Considering the differences between developed and developing countries, firms should promote a BOP mind-set, rather than struggling to transpose full BOP business models to TOP settings.

scholarly journals A cloud-based supply chain management system: effects on supply chain responsiveness

2019 ◽  
Vol 32 (4) ◽  
pp. 585-607 ◽  
Author(s):  
Mihalis Giannakis ◽  
Konstantina Spanaki ◽  
Rameshwar Dubey
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Three Dimensions ◽  
Chain Flexibility ◽  
Chain Management ◽  
Content Type ◽  
Goods And Services ◽  
Supply Chain Flexibility ◽  
Potential Benefits ◽  
Supply Chain Management System

Purpose Despite the ongoing calls for the incorporation of the cloud utility model, the effect of the cloud on elements of supply chain performance is still an evolving area of research. The purpose of this paper is to develop the architecture of a cloud-based supply chain management (C-SCM) ecosystem and explore how it enhances supply chain responsiveness (SCR). Design/methodology/approach First, the authors discuss the potential benefits that cloud computing can yield, compared to existing mature SCM information systems and solutions through a comprehensive literature review. The authors conceptualise SCR in terms of the level of visibility in the supply chain, supply chain flexibility and rapid detection and reaction to changes, and then the authors build the detailed architecture of a C-SCM system. The proposed ecosystem introduces a view of SCM and the associated practices when transferred to cloud environments. The potential to enhance SCR through the cloud is explored with scenarios on a case of supply chain operations in fashion retail industry. Findings The findings show that the proposed system can enhance all three dimensions of SCR. Implications for supply chain practice and how companies can migrate to a cloud supply chain are drawn. Originality/value Given that the development, creation and delivery of goods and services are increasingly becoming a joint effort of several parties in a supply chain, the authors contribute to the existing literature by introducing a comprehensive C-SCM system and show how companies can enhance their SCR.

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