scholarly journals Цифрові платформи як рушійна сила цифрової трансформації економіки

2020 ◽  
pp. 127-132
Author(s):  
Кургузенкова Л.А. ◽  
Федоренко А.І.
Keyword(s):  
Business Models ◽  
Full Range ◽  
Digital Transformation ◽  
Digital Platforms ◽  
Digital Platform ◽  
Market Control ◽  
Goods And Services ◽  
National Market ◽  
The One ◽  
Definition Of

The article deals with the theoretical aspects of structures such as digital platforms, the revelation of the contemporary importance of digital platforms for economic and social development. Digital platforms have been found to be a relatively new phenomenon that has evolved over the last ten years. Approaches of scientists and practitioners to define the definition of «digital platform», their composition, common and distinguishing features between existing types of digital platforms are analyzed. The study found that most scholars are unanimous in identifying the digital platform as a key digital transformation tool that provides information sharing and transactions between a large number of online users. Generalizing scientists’ claims, the author defines an online platform by which we understand bilateral or multilateral markets with an infrastructure that operates online and facilitates transactions between different parties in the process of buying and selling goods and services. It is established that the largest companies in the world by the index of market capitalization now use platform business models. The stages of digital transformation of the market using digital platforms are presented, each of the six stages is characterized. The advantages of enterprises as a result of application of platform business models are highlighted. The strategies of monetization of digital platforms are considered, the mechanism of realization of each of them is described. Thus, it can be argued that digital platforms are a breakthrough innovation that can radically change the structure of the national market. On the one hand, digital platforms help to avoid the intermediary chain, offering the ultimate consumer the full range of options. On the other hand, in the case of «digital monopoly», the owners of successful platforms receive effective market control levers (including information asymmetries) and can impose their pricing policies on service consumers. In these circumstances, the «traditional» business in strategic terms is threatened by the risk of loss of distribution channels and full dependence on platform owners.

Mapping themes for the well-being of low-skilled gig workers: Implications for digital platform design

2021 ◽  
Vol 5 (1) ◽  
pp. 55-75
Author(s):  
Emsie Arnoldi ◽  
Rachelle Bosua ◽  
Vanessa Dirksen
Keyword(s):  
Business Models ◽  
Well Being ◽  
Support Worker ◽  
Platform Design ◽  
Digital Platforms ◽  
Digital Platform ◽  
Work Related ◽  
Work Tasks ◽  
The Family ◽  
Definition Of

Platform-based work and corresponding business models are redefining the work landscape. The rapid growth in digital platforms has prospered since the start of the pandemic, enabling various service-based gig work tasks such as Amazon, Uber and Deliveroo. Currently, there is scant literature that examines the well-being of gig workers in the platform economy. In this article, we reflect on the well-being of one category of gig workers, low-skilled service-based gig workers. These workers are often migrants or transient workers who face barriers to enter the job market in a foreign country, need a job to generate an income for the family, often transition between jobs or wish to conduct flexible, temporary gigs afforded by many digital platforms. Informed by an overview of the literature and the International Labour Organization’s (ILO) definition of well-being, our study supports the notion that precarity leads to compromised worker well-being. As a consequence, we identify four themes for gig worker well-being that can be incorporated in the design of platforms to improve the well-being of low-skilled service-based workers: (1) regulatory aspects and contracts to protect the worker, (2) job-related appraisal and reward systems, (3) feeling connected in a work-related social network and (4) algorithmic control and organization of tasks and work. Our study opens discourse on digital platform worker well-being, suggesting improvements to digital platform design to support worker well-being for service-based gig workers and potentially all forms of gig work.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

The Transformation of Traditional TVs Into Digital Platforms

2021 ◽  
pp. 102-114
Author(s):  
Hayat Ayar Senturk
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Business Processes ◽  
Digital Transformation ◽  
Competitive Strategies ◽  
Business Decisions ◽  
Digital Platforms ◽  
Competition Analysis ◽  
Growth Opportunity ◽  
New Business

Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.

Digital platforms in Russia: competition between national and foreign multi-sided platforms stimulates growth and innovation

2019 ◽  
Vol 21 (2) ◽  
pp. 129-145 ◽  
Author(s):  
Yaroslav Eferin ◽  
Yuri Hohlov ◽  
Carlo Rossotto
Keyword(s):  
Emerging Markets ◽  
Business Models ◽  
Emerging Market ◽  
Policy Framework ◽  
Policy Objective ◽  
Content Type ◽  
Digital Platforms ◽  
Digital Platform ◽  
Winner Takes All

Purpose This paper aims to test the “winner-takes-all” vs the “winner-takes-some” scenarios in digital platform competition dynamics in emerging markets. Design/methodology/approach This paper uses an analytical reference framework to assess the emergence of digital platforms in Russia, including four elements: definition of multi-sided platforms (MSPs), platform enablers, business models and competitive dynamics. Findings This paper concludes that Russia shows that a healthy competition between national and foreign MSPs led to the emergence of a shared equilibrium, where local platforms were able to retain a significant, often majority, share vis-à-vis foreign and global platforms. Research limitations/implications This paper stands as a counterpoint to the widespread conviction that digital platform dynamics will result into a “winner-takes-all” scenario and dominance of global platforms. Practical implications This case study offers practical data and analysis that can be used to create a baseline and evaluate the dynamics of digital platforms in emerging markets. It offers data, trends and evidence on Russia’s digital economy. Social implications This research provides a logical framework to help policymakers take decisions on a policy framework to regulate platforms in emerging markets. The good outcome of competition between local and foreign platforms should emerge as a policy objective to achieve in most emerging markets. Originality/value This case study is the first baseline to assess the dynamics of competition between national and foreign digital platforms in the Russian market. It is one of the first papers to tackle the market of digital platforms in an emerging and developing economy. It tries to address the debate between “winner-takes-all” and “winner-takes some” competition equilibrium through a concrete case study in an important G20 emerging market economy.

scholarly journals Transformation of Manager Competences in Conditions of Digital Economy

2021 ◽  
Vol 18 (2) ◽  
pp. 142-151
Author(s):  
Yu. V. Syaglova ◽  
T. P. Maslevich
Keyword(s):  
Decision Making ◽  
Business Models ◽  
Business Processes ◽  
Business Environment ◽  
Complex Model ◽  
Process Approach ◽  
Digital Transformation ◽  
Managerial Decision ◽  
Commercial Activity ◽  
Digital Platforms

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

scholarly journals Reviewing the cultural industry: from creative industries to digital platforms

1970 ◽  
pp. 135-145
Author(s):  
Fausto Colombo
Keyword(s):  
Creative Industries ◽  
The Other ◽  
Cultural Industry ◽  
International Debate ◽  
Digital Platforms ◽  
Traditional Definition ◽  
Radical Critique ◽  
Culture Production ◽  
The One ◽  
Definition Of

The goal of the present study is to broadly reconstruct the international debate on the cultural industry, from its origins to today. In particular, the links with other related concepts (creative industries and digital platforms) will be highlighted. The article is divided in three sections: the first reconstructs the origin of the concept, from the 1930s and 1940s, highlighting the theoretical heritage of Adorno and Horkheimer and, more generally, the scholars of the Frankfurt School. Together with Marcuse, those scholars identified, on the one hand, the consonances between industrial mass production and new forms of culture production and, on the other, formulated a radical critique of this change. In the same years in which the theories of this school were disseminated, Morin proposed a less pessimistic view of the same transformation. In the second section, the evolution of the concept of cultural industry during the end of the 1970s and the beginning of the 2000s is studied. During this period, the classical theories –after a phase of partial obscurity– were taken up. On one hand a socio-historical perspective emphasized the role played by national industries in shaping contents and styles. On the other hand, a series of scholars enlarged the definition to the creative industries. In the third section, some hypothesis are built about the evolution of the digital platforms and their links with the traditional definition of cultural industry.

scholarly journals Mobilizing the Synergy Potential of Digital Platform in Managerial Education

2021 ◽  
pp. 126-133
Author(s):  
V. G. Antonov ◽  
A. V. Raychenko ◽  
V. V. Maslennikov
Keyword(s):  
Sustainable Development ◽  
Applied Research ◽  
Digital Transformation ◽  
Virtual Space ◽  
Digital Platform ◽  
Science And Education ◽  
Digital Strategy ◽  
Methodological Approaches ◽  
Definition Of

The article studies modernization of digital platform potential in order to coordinate interaction of practice, science and education in the field of management. The key focus is made on the fact that as a result of digital organization development the role of virtual space becomes prevailing in managers’ work and nearly all traditional methods of management undergo drastic changes. Unique processes of managing digital organizations require revision of methodological approaches to the problem of sustainable development in conditions of digital transformation, which mainly has a turbulent character. It is underlined that the major problem of today’s management is the vague definition of different notions, whose understanding is crucial for managers, who otherwise cannot link digital strategy with their work. The article used materials and findings of fundamental and applied research done by authors within the frames of budget, business and initiative development of innovation, industrial and educational products. Testing of these solutions proved their need in the field of practical management, scientific research and managerial education.

scholarly journals Digitalization of Trade as a Factor of Development of Export Potential of the Republic of Belarus

2020 ◽  
pp. 5-13
Author(s):  
N. V. Yurova
Keyword(s):  
Economic Development ◽  
Foreign Trade ◽  
Digital Transformation ◽  
National Strategy ◽  
Digital Platforms ◽  
Goods And Services ◽  
Geographical Structure ◽  
Theoretical Approaches ◽  
Socio Economic Development ◽  
The Republic

The purpose of the article is to show how the digitalization of trade can lead to the development of the export potential of the Republic of Belarus. The article discloses theoretical approaches to digitalization of trade as a combination of traditional and new digital models of interaction between buyer and seller. The author presents the volume, commodity and geographical structure of foreign trade of the Republic of Belarus, lists the priorities and identifies the main prospects for the development of exports using modern digital platforms and the emergence of new digital goods and services. The advantages of paperless trade and the need to implement the main provisions of National Strategy for Sustainable Socio-Economic Development of the Republic of Belarus are indicated. The author proposes the ways of development of the export potential of the Republic of Belarus witch based on an analysis of the processes of digital transformation of Belarusian trade.

Cross-Industry Ecosystem as an Organizational and Economic Model for the Development of High-Tech Industries

2020 ◽  
Vol 26 (6) ◽  
pp. 564-576
Author(s):  
A. V. Bystrov ◽  
T. O. Tolstykh ◽  
A. G. Radaykin
Keyword(s):  
Economic Model ◽  
Industrial Development ◽  
Business Models ◽  
Network Models ◽  
Ecosystem Model ◽  
Great Promise ◽  
High Tech ◽  
Digital Platforms ◽  
Digital Platform ◽  
Industrial Enterprises

The presented study examines the fundamental prerequisites for the emergence of digital platforms, which would provide a global view of the role that platforms play in creating a new organizational model — an ecosystem of high-tech industries.Aim. In the context of industrial digitalization, the study aims to substantiate the creation of a modern mechanism for coordinating high-tech market participants within a single economic and organizational space — an ecosystem based on a cross-industry digital platform.Tasks. The authors analyze the international experience of implementing digital platforms, identify problems and provide recommendations for solving them in the context of digital platform implementation in the Russian industry.Methods. This study uses general scientific methods of cognition in various aspects to analyze the current vector of industrial development driven by the introduction of ecosystems as a new organizational and economic model; describe the principles of their formation, possible structure, and main differences from traditional cluster and network models; substantiate that an ecosystem model allows its participants to achieve a positive synergistic effect in the implementation of their strategic development goals in the context of digital transformation.Results. The issues of using the tools of an industrial digital platform to facilitate the interaction between participants within an ecosystem are considered. Platform solutions in the industry show great promise in terms of analyzing large amounts of data, reducing transaction costs, and obtaining “perfect information”. The direction for the implementation of cross-industry digital platforms and creation of ecosystems in the near future is characterized.Conclusions. Digital cross-industry interaction within the framework of a common platform will expand external communications and promotion channels, making it possible to introduce digital business models and diversify production, but also requiring compatibility between the systems of industrial enterprises and a functioning digital platform and cloud environment.

Fostering Innovation and Value Creation Through Ecosystems

2020 ◽  
pp. 25-44
Author(s):  
Mario Spremić ◽  
Lucija Ivancic ◽  
Vesna Bosilj Vukšić
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Manufacturing Sector ◽  
Theoretical Background ◽  
Digital Transformation ◽  
Value Capture ◽  
Ecosystem Research ◽  
Digital Platforms ◽  
Digital Service ◽  
Business Environments

Ecosystems are gaining ever-increasing importance in digital business environments. New digital business models implemented using digital platforms heavily rely on ecosystem network. Thus, it is worthwhile investigating what role ecosystems play in the process of the digital transformation of companies. This chapter provides a theoretical background of the ecosystem research concerning digital trends, such as digital transformation, digital platforms, and digital service innovation. To deeper understand how ecosystem postulates are applied in companies, case study findings from two companies operating in the service and manufacturing sector are presented. Moreover, the ecosystem role is observed in selected companies both in the process of innovation generation (value creation), as well as in the implemented digital business model (value capture).

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