Innovative Online Platforms: Research Opportunities

Chen, Ying‐Ju; Dai, Tinglong; Korpeoglu, C. Gizem; Körpeoğlu, Ersin; Şahin, Özge; Tang, Christopher S.; Xiao, Shihong

doi:10.2139/ssrn.3098921

Cited by 31 publications

(47 citation statements)

References 60 publications

(13 reference statements)

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“…As the following discussion shows, the literature has not converged to a common nomenclature (cf. Chen et al, 2018;Kumar et al, 2018); there are substantial commonalities yet important differences between these three related categories for which we propose differentiation and definitions.…”

Section: Direct and Indirect Network Effectsmentioning

confidence: 96%

Platforms in the peer-to-peer sharing economy

Wirtz

Mody

et al. 2019

JOSM

297

254

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Purpose The purpose of this paper is to examine peer-to-peer sharing platform business models, their sources of competitive advantage, and the roles, motivations and behaviors of key actors in their ecosystems. Design/methodology/approach This paper uses a conceptual approach that is rooted in the service, tourism and hospitality, and strategy literature. Findings First, this paper defines key types of platform business models in the sharing economy anddescribes their characteristics. In particular, the authors propose the differentiation between sharing platforms of capacity-constrained vs capacity-unconstrained assets and advance five core properties of the former. Second, the authors contrast platform business models with their pipeline business model counterparts to understand the fundamental differences between them. One important conclusion is that platforms cater to vastly more heterogeneous assets and consumer needs and, therefore, require liquidity and analytics for high-quality matching. Third, the authors examine the competitive position of platforms and conclude that their widely taken “winner takes it all” assumption is not valid. Primary network effects are less important once a critical level of liquidity has been reached and may even turn negative if increased listings raise friction in the form of search costs. Once a critical level of liquidity has been reached, a platform’s competitive position depends on stakeholder trust and service provider and user loyalty. Fourth, the authors integrate and synthesize the literature on key platform stakeholders of platform businesses (i.e. users, service providers, and regulators) and their roles and motivations. Finally, directions for further research are advanced. Practical implications This paper helps platform owners, service providers and users understand better the implications of sharing platform business models and how to position themselves in such ecosystems. Originality/value This paper integrates the extant literature on sharing platforms, takes a novel approach in delineating their key properties and dimensions, and provides insights into the evolving and dynamic forms of sharing platforms including converging business models.

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Section: Direct and Indirect Network Effectsmentioning

confidence: 96%

Platforms in the peer-to-peer sharing economy

Wirtz

Mody

et al. 2019

JOSM

297

254

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“…There are other manifestations of the sharing economy that do not involve the on-demand access to a product or a service but that nevertheless involve the matching of many buyers and suppliers mediated by online platforms. 1 The interested reader is referred to the recent reviews by Chen et al (2019d) and Hu (2019b).…”

Section: Introductionmentioning

confidence: 99%

Operations Management in the Age of the Sharing Economy: What Is Old and What Is New?

Benjaafar

2020

M&SOM

200

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Please scroll down for article-it is on subsequent pagesWith 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit Abstract. The sharing economy, a term we use to refer to business models built around ondemand access to products and services mediated by online platforms that match many small suppliers or service providers to many small buyers, has emerged as an important area of study in operations management. We first describe three "canonical" applications that have garnered much attention from the operations management community. We use these applications to highlight distinguishing features of sharing economy business models and to point out research questions that are new. Then we draw connections between classical operations management theory and models and those that have been used to study sharing economy applications. We do so to put in context some of the recent work on the sharing economy and to showcase the underlying modeling toolkit and identify opportunities for future research.

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“…Online platforms such as InnoCentive and NineSigma run numerous contests for their customers, generating $1 billion in revenue with an annual growth rate of 37.1% (Chen et al 2018).…”

mentioning

confidence: 99%