Background There is substantial interest among scholars in digital platforms and the ecosystems around them. Digital platforms are open, continuously evolving, sociotechnical structures that can be sensitive to various changes. Aim We take one-step further and investigate the post-dominance phase of platforms. The electronic identification (eID) ecosystem in Finland provides a good example of ecosystem transformation due to external changes from EU and national regulation. Method We engage in an extensive case study of a nationwide monopolistic eID platform. We first take a retrospective view to understand the historical context and then examine in detail how an external driver leads to changes in the ecosystem. Results We explicate the platform evolution process, from a phase of dominance with centralized control structures to a more federated governance approach. We find that the introduction of intermediaries between the platform and its users contributes to a weakening of the dominant platform owners. Conclusion This finding that platforms can transform into industry infrastructures has an important implication for our understanding of the dynamics underlying digital platforms.

The literature on digital identity management systems (IdM) is abundant and solutions vary by technology components and non-technical requirements. In the long run, however, there is a need for exchanging identities across domains or even borders, which requires interoperable solutions and flexible architectures. This article aims to give an overview of the current research on digital identity management. We conduct a systematic literature review of digital identity solution architectures and extract their inherent non-technical assumptions. The findings show that solution designs can be based on organizational, business and trust assumptions as well as human-user assumptions. Namely, establishing the trust relationships and collaborations among participating organizations; human-users capability for maintaining private cryptographic material or the assumptions that win-win business models could be easily identified. By reviewing the key findings of solutions proposed and looking at the differences and commonalities of their technical, organizational and social requirements, we discuss their potential real-life inhibitors and identify opportunities for future research in IdM.

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Abstract-This research proposes the use of a Belief Rule-Based approach to assess an enterprise's level commitment to environmental issues. Participating companies will have to complete a structured questionnaire. An automated analysis of their responses will determine their environmental responsibility level. This is followed by a recommendation on how to progress to the next level. The recommended best practices will help promote understanding, increase awareness, and make the organization greener. BRB systems consist of two parts: Knowledge Base and Inference Engine, which are used to derive valid conclusions from rules, established by experts with domain-specific knowledge. The knowledge base in this research is constructed after an in-depth literature review, critical analyses of existing environmental performance assessment models and primarily guided by the EU Draft Background Report for the development of an EMAS Sectoral Reference Document on "Best Environmental Management Practice in the Telecommunications and ICT Services Sector". The reasoning algorithm of a selected Drools JBoss BRB inference engine is forward chaining. However, the forward chaining mechanism is not equipped with uncertainty handling. Therefore, a decision is made to deploy an evidential reasoning and forward chaining with a hybrid knowledge representation inference scheme to accommodate imprecision, ambiguity and fuzzy types of uncertainties. It is believed that such a system generates well balanced, sensible and Green ICT readiness adapted results, to help enterprises focus on making improvements on more sustainable business operations.

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In this article, we investigate how practitioners understand external platforms, whose core offering is shared and utilized by a number of heterogeneous and interconnected organizations in an ecosystem. We especially look into situations where organizations wish to extend their own capability instead of building services that extend the functionality of the platform. Such dependencies to external platforms can be envisioned as the contemporary evolution from traditional outsourcing service models. We interviewed twenty-four practitioners from eight IT organizations and discovered a considerable ambiguity in understanding of what are the external platforms utilized by the organizations. We further elaborate that the diversified meanings that various stakeholders give to the concept of external platforms, can hinder efficient communication and may have implications on important strategic decision making.