The Challenge of Governing Digital Platform Ecosystems

Schreieck, Maximilian; Hein, Andreas; Wiesche, Manuel; Krcmar, Helmut

doi:10.1007/978-3-662-49275-8_47

Cited by 37 publications

(27 citation statements)

References 8 publications

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“…The modular architecture engenders the need for platform governance. The associated rules define the way interactions in the A2A network are governed, ranging from an open policy to restrictive rules (Lusch and Nambisan 2015;Benlian et al 2015;Hein et al 2016;Schreieck et al 2018).…”

Section: Service-dominant Logicmentioning

confidence: 99%

Value co-creation practices in business-to-business platform ecosystems

et al. 2019

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Moving beyond value creation in individual companies, firms have integrated customers, partners, and stakeholders in a mutual value co-creation process. Examples are platforms such as Apple's App Store, where external developers use boundary resources provided on the platform to develop and share applications in an ecosystem. While value co-creation on business-to-consumer platforms is common practice, research on their business-to-business (B2B) counterparts is still sparse. The goal of this paper is to analyze how B2B platforms utilize value co-creation practices. We conduct a multiple case study in the context of emerging Internet of things (IoT) platforms highlighting that B2B platforms follow three standardized value co-creation practices. The platform encourages the supply side through the (1) integration of complementary assets, the demand-side through (2) ensuring platform readiness and connects both processes by (3) servitization through application enablement. We conclude by showing how platforms leverage different boundary resources in a process of standardization to develop a scalable infrastructure that explains how platforms enable value co-creation within their ecosystem.

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Section: Service-dominant Logicmentioning

confidence: 99%

Value co-creation practices in business-to-business platform ecosystems

et al. 2019

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“…The routinization of this architecture led to new demand and a diffusion toward incumbent firms. Besides, the concept of the platform owner acting as a bricoleur may lead to further fruitful implications in the platform domains of platform governance mechanisms (Tiwana et al 2010;Hein et al 2016;Schreieck et al 2018) and tinkering of platform openness through control (Boudreau 2010;Benlian et al 2015). BlaBlaCar, for example, adjusted its booking service process to mitigate the problem of direct bargaining between the driver and the passenger and to increase service reliability.…”

Section: Implications Limitations and Future Researchmentioning

confidence: 99%

The emergence of native multi-sided platforms and their influence on incumbents

et al. 2019

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Multi-sided platforms (MSPs) are one of the dominant designs of the digital age. However, prior research focuses mainly on established MSPs, leaving little insight into their emergence. We use the literature on technological trajectories and technology diffusion to derive four propositions that increase our understanding on the emergence of MSPs. The propositions include the emergence of native MSPs based on the assimilation of technologies in technological trajectories; how uncertainty influences incumbents to not follow those trajectories; how native MSPs create new demand; and how this demand eventually triggers the transformation process of incumbents to transform toward an MSP provider. We conduct a multiple-case study in the context of mobility services with three native MSP companies along with an incumbent that is transforming toward an MSP provider. The resulting process model shows that MSPs follow a process of sense-making and bricolage to assemble a service-oriented architecture, contrary to the incumbent who adopts technologies according to its institutional logic to improve existing products and processes.

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“…Multisided platforms continue to disrupt long-established industries and have governance structures ranged from a very centralistic and autocratic organization to a more split approach with an empowerment on the user side. Also, the accessibility varies from a high degree of openness to detailed background checks users need to pass to participate in the platform (Schreieck et al, 2018). These characteristics may strongly impact healthcare digital platforms.…”

Section: Clientsmentioning

confidence: 99%

Digital Platforms and Network Catalyzers

Moro-Visconti

2021

Startup Valuation

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Digital entrepreneurship highly relies on external sources of financing to foster growth (Cavallo et al., 2019). Networked platforms act as an accelerator (see Sect. 2.13) of startups, strengthening their strategic positioning within the ecosystem, and favoring their growth opportunities.Digital platforms broadly represent the environment in which a piece of software is executed, typically online, through a browser. Platforms can also be interpreted as bridging nodes that connect other virtual or physical nodes (e.g., an e-Commerce platform intermediating between a seller and a buyer in a B2C transaction)."Platforms" are "frameworks that permit collaborators-users, peers, providers-to undertake a range of activities, often creating de facto standards, forming entire ecosystems for value creation and capture" (Mattila & Seppala, 2015).Networks are a powerful catalyzer of interactive activities (exchanges of information; transactions, etc.) that can be boosted and scaled up when they are digitized. The interaction between the infrastructural network, the platform, and the startup is exemplified in Fig. 12.1.Platforms do not represent a specific industry or business segment, as the other realities illustrated in Chapters 10, 11, 13, 14, or 15. They rather refer to a cross-sectional business process that encompasses different industries and products.

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The Challenge of Governing Digital Platform Ecosystems

Cited by 37 publications

References 8 publications

Value co-creation practices in business-to-business platform ecosystems

Value co-creation practices in business-to-business platform ecosystems

The emergence of native multi-sided platforms and their influence on incumbents

Digital Platforms and Network Catalyzers

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