Emergent Transportation “Platforms” in Latin America: Online Communities and Their Governance Models

New models of peer governance are emerging from online communities in the Global South. This is visible in an understudied case of ridesharing “platforms” created on social media communities and materializing in Latin American cities. In this article, I investigate these online communities in different cities of Colombia and how they develop peer governance models. A particular focus is paid to developing organization forms that do not follow the typical structure of firms. In these communities, I study the relationships between members, community managers, and the governance rules they create, while illuminating the hierarchies present, the accountability of their administrators, and its legitimacy. The emerging literature on platform cooperativism, platform urbanism, and peer governance is used to structure a way to understand this new phenomenon with its “southern” particularities. Moreover, in-person and online qualitative research methods are incorporated to engage with the elusive nature of these structures. This will be one of the first studies engaging with the peer governance dilemmas emerging from online communities in the Global South. An analysis on what the platform literature and the institutional ecosystem in developing countries can harness from the particularities of these community-platforms as they evolve in these contexts is also included.

Exercises in the Strategy of Post-Merger Integration

This case recounts the announced terms of five prominent acquisitions of the late 1990s, and asks the student to suggest a preliminary strategy for integrating the target firm into the buyer. The five acquisitions are America Online/Time Warner, British Petroleum/Amoco, Daimler-Benz/Chrysler, Union Pacific/Southern Pacific, and Warner-Lambert/Agouron Pharmaceuticals. The objectives of the case are: 1) to highlight the linkage of the post-merger integration approach with the strategic motives for the acquisition; 2) to consider the range of possible challenges to successful post-merger integration; 3) to explore the varieties of integration strategy, especially surrounding decisions about autonomy of the target company within the buyer, importance of interdependence between the buyer and target, and need for speed of integration.

BIOBOARD

AUSTRALIA – Diabetes drug may reduce heart attack risk. AUSTRALIA – E. coli jabs toxin into gut cells. AUSTRALIA – Survival of wildlife species depends on its neighbor's genes. INDONESIA – Indonesia sets a carbon time-bomb. SINGAPORE – New 3D hair follicle model to accelerate cure for baldness. SINGAPORE – Patient, heal thyself: Solution to personalized treatment for chronic infections could lie in the patient's own blood. SINGAPORE – NTU and A*STAR scientists create super biomaterials from squids, mussels and sea snails. UNITED STATES – Drug erases brain tumor in mice. UNITED STATES – To treat obesity, consider 100 trillion gut bugs. UNITED STATES – How having worms could ward off diabetes. UNITED STATES – Heartbeat protects medical implants from hackers. UNITED STATES – Team uncovers HIV's secret survival trick. UNITED STATES – TB genomes yield insights on drug resistance. AFRICA – Meningitis vaccine cuts cases by 94 per cent in Chad. LATIN AMERICA – Online guides help poor labs build their own equipment.

Portals in Consumer Search Behavior and Product Customization

A portal is defined as an entrance point to online content. The portal concept has evolved across a number of markets and applications. Customer portals focus on individual customer and offer a one-stop Internet access. By providing a number of services, such as searches, shopping, e-mail, and games, portals allow individuals to avoid browsing the Web but to in-fact rely and stay at one Web site like a one-stop shop. Accordingly, portals drive eyeballs, and hence create and drive advertising revenue and alliances. The concept of a single public port to given content on the Internet is used as a means of pulling in a large number of users. As an example, America Online (AOL) acts as a portal site to general Web content. It is a specialized portal created by AOL and also has content from partners such as Time Warner (Kleindl, 2003). This article reviews the role of portals in

Strategies of E-Commerce Business Value Optimization

The Internet economy is becoming an integral part of many countries’ economies, creating new jobs, giving rise to new companies like the dot coms and transforming traditional jobs and traditional companies. The Internet is increasingly becoming a part of the basic business model for many companies as organizations around the world are adopting new e-business models, integrated solutions to explore new ways of dealing with customers and business partners, new organizational structures and adaptable business strategies (Singh & Waddell, 2004). There are many definitions of electronic commerce (e.g., Wigand, 1997). Here, a classic definition by Kalakota and Whinston (1996) is adopted, where e-commerce is “the buying and selling of information, products and services via computer networks today and in the future via any one of the myriad of networks that make up the ‘Information Superhighway (I-way)’” (p.1). A distinction between physical and digital products can be made. A digital product is defined as a product whose complete value chain can be implemented with the use of electronic networks; for example, it can be produced and distributed electronically, and be paid for over digital networks. Examples of digital products are software, news, and journal articles. The companies selling these products are usually Internet-based “digital dot coms” such as Yahoo and America Online. On the contrary, a physical product cannot be distributed over electronic networks (e.g., a book, CDs, toys). These products can also be sold on Internet by “physical dot coms”, but they are shipped to the consumers. The corporations using electronic commerce are distinguished into “bricks and mortar” companies, hybrid “clicks and mortar” companies (such as Amazon.com) and pure dot coms (Barua & Mukhopadhyay, 2000).