Platform Business Model Research Articles

Digital platform as a liaison mechanism and a business model in agribusiness

Digital transformation forms the necessary prerequisites for the transition of agriculture to more modern technologies and forms of organizing agribusiness. The purpose of the study is to identify the potential benefits and difficulties of creating digital platforms in the agricultural sector. The goal was achieved on the basis of an analysis of the reports of consulting firms, government programs, publications of foreign and Russian scientists, as well as observations and generalization of the experience of Russian digital companies. As a result, it was established that the digital platform can be considered, on the one hand, as a digital model of agribusiness. The platform business model differs from the traditional one in the way of monetizing the market supply, digitalization of business processes increases its flexibility and helps to reduce transaction costs. On the other hand, a digital platform is an ecosystem, whose participants reap economic benefits through synergy and networking. At the present stage, the formation of digital platforms and services in the agro-industrial complex is constrained by the low level of maturity of end-to-end technologies for the agricultural industries and the digitalization of agribusiness. The conducted research reveals the potential benefits of the digital platform for agribusiness entities.

Data and Information as Taxable Assets

This article focuses on the context of digitization in relation to the tax treatment of data. The authors, after discussing the importance of data to the growth of platform business models, seek to determine the extent to which data can serve as a reference point for taxation, the valuation problems that exist in this context, and the extent to which the arm’s length principle, and by association the existing transfer pricing tools, are capable of reflecting: (i) data collection within a group, (ii) intra-group data sharing and (iii) data sales.

Out-of-the-box versus in-house tools: how are they affecting data journalism in Australia?

The proliferation of data journalism has enabled newsrooms to deploy technologies for both mundane and more sophisticated workplace tasks. To bypass long-term investment in developing data skills, out-of-the-box software solutions are commonly used. Newsrooms today are partially dependent on third-party platforms to build interactive and visual stories – but the business models of platforms are predisposed to changes, frequently inducing losses of stories. This article combines in-depth interviews and an ancillary survey to study the status quo and identify future challenges in embracing out-of-the-box and in-house tools, and their impact on Australian data journalism. Results indicate a dichotomy between commercial and public service media organisations. Commercial outlets are heavily reliant on out-of-the-box solutions to develop stories, due to a lack of skillsets and a shortage of skilled labour. By contrast, public service media are developing their own in-house solutions, which reflects their desire for the continuous digital preservation of data stories despite the challenges identified.

Psychological Aspects of Platform Business Models Risk Management

The author of this article suggests an overview of the generic psychological principles of influence, earlier described by Robert Cialdini, and their application to enterprise management. Each principle is analyzed according to the structural points: brief description; distinction of enterprise-specific features; examples of positive and negative impact caused to the enterprise by the application of principle; introduction of management methods. Throughout the publication we draw attention to the importance of enterprise psychological risks management, because even though they are highly underestimated, they play a crucial role in the enterprise functioning and development perspective. Also, with this article, the author tries to prove that these risks can be avoided or even used to the benefit of the enterprise performance, despite the complexity of psychological risks management.

Platform Work and the COVID-19 Pandemic.

Platform business models emerged with the growth of the Internet in the 1990s and are conceptualized as two- or multi-sided markets, as they facilitate exchange between service providers, clients (business) and workers. This article focuses on the impact of COVID-19 on digital labour platforms, such as freelance online web-based platforms and location-based platforms (transportation and delivery platforms), which have grown exponentially over the past decade. The COVID-19 pandemic exposed immediately some of the vulnerabilities that the workers in the platform economy were facing as they were declared as part of the ‘emergency services’, and this note explores their conditions during the pandemic.

Assessing the application of big data technology in platform business model: A hierarchical framework.

This research aims to create a hierarchical framework for the development of a platform business model based on big data. However, this hierarchical framework must consider unnecessary attributes and the interrelationships between the aspects and the criteria. Hence, fuzzy set theory is used for screening out the unnecessary attributes, a decision-making and trial evaluation laboratory (DEMATEL) is proposed to manage the complex interrelationships among the aspects and attributes, and interpretive structural modeling (ISM) is used to divide the hierarchy and finally construct a hierarchical framework. The results reveal that (1) value proposition and community building in value production are fundamental links; (2) information technology and information management in value production are technical supports; (3) customer development in value marketing is the power source; and (4) value acquisition is the last link, which is established on the basis of and influenced by value marketing and value network. This hierarchical framework aims to guide the platform toward the application of big data. This study also proposes engagement of stakeholders for promoting value creation and establishing a sound business model from multiple levels and links.

Digital transformation and new business models as determinants of formation of the economy of nontypical employment

With the development of the Fourth Industrial Revolution and the formation of a new technological basis – “Industry 4.0” - a dynamic multi-vector transformation of the leading institutes of economy and society takes place, social and labor relations in general and employment in particular acquire new format and content. The quintessence of the article is a scientific-applied substantiation of the construct of nontypical employment economy, scientific argumentation and further development of previous researches of authors regarding determinants of gig-economy formation under the influence of economic and social development “digitalization” and emergence of new business models. that radically change all components of the world of work. New facets of the complex world of work and employment have been revealed and the increase of the newest knowledge in this field has been received under systematic research of a chain of changes: introduction of “Industry 4.0” breakthrough technologies → “digitalization” as a dominant vector of technological innovations → formation of new business models → changes in social division of labor and the content of labor processes → the emergence and intensive development of employment forms immanent to the new (digital) economy. It is substantiated that the main root cause, a kind of “trig- ger” for the emergence and reproduction of the chain of researched changes is digital transformation of the economy and society. The essence of today’s phenomena, which determine the development of the “gig economy”, is revealed. The argumentation of the spread of platform business models and their impact on the world of work and employment is given. A new theoretical construction of a chain of changes, the “output” of which is new forms and, a new platform for social and labor developmen t in general, has been suggested. The research focuses on finding answers to a number of questions posed to every conscious person. Among them are the following ones: Why can’t the modern economy “get along” with traditional (standard) forms of employment? Why does atypicality become not the exception but the norm? How do specific mechanisms and tools for transforming standard forms of employment into new ones, which are immanent to modern conditions of economic and social progress, behave in practice?

Imperatives of global digital platform management

The article critically analyses the phenomenon of global digital platforms, which have become key actors in the international movement of factors of production and studies the approaches to their management. The methodological basis of the research includes the main provisions of the emerging theory of ecosystems and digital platforms, questioning the postulates of theories of international business and strategic management. The article uses the methods of comparative, structural and system-based analysis in the context of their application for assessing digital transformation and managing global digital platforms. The study shows that universal determinants and competitive advantages of global digital platforms are the following: the ability to overcome trade barriers; providing liquidity through transactions; low marginal cost; more efficient use of assets and attraction of investments; and the ability to significantly enhance international specialization. The authors propose an approach for differentiating traditional business models and platform business models based on avoiding linear optimization of internal processes and centralized exchange of value. We establish the conceptual aspects of the expansion of global digital platforms’ business activities. This is due to the emergence of new components of the digital infrastructure that modifies the principles of international business and the administration methods of transnational corporations, which are no longer focused on location. The paper identifies the management problems and risks experienced by traditional companies when creating platforms: dependence on key platforms, increasing costs incurred in market entry, and difficulties when functioning within the lightweight asset model. The formation and development of global platforms not only affect the system of economic relations, but also stimulate changes in corporate governance models and technologies.

The Role of Analytics in Data-Driven Business Models of Multi-Sided Platforms: An exploration in the food industry

IntroductionData-driven business models (DDBMs) are either emergent or new multi-layered, multi-dimensional business models enabled by big data (Hartmann et al., 2016). Several highly diverse industries are moving towards DDBM to survive and compete. Such industries include especially those in which understanding user-buying patterns in an in-depth manner is becoming

IoT Platform Business Model for Innovative Management Systems

Internet of Everything (IoE) in the business is a multiple and distributed interconnection of strategies and devices over the Internet. It is a group of technology which requires a set of protocols, data server storage strategy, infrastructure mechanism, integration of all technology, and communication protocols with all the connecting devices. The Internet of Things (IoT) is likely to convey accelerative, innovative, encouraging elucidations in numerous domains including business and managements. It allows devices to communicate with us very efficiently and accomplish the decisions with applications with other devices. The IoT creates transforming businesses, financial prudence and business culture. IoT platforms with greater access 5G technology are evolving as the upcoming tools and substantial support in the global IoEs setup in business ecosystem. In this paper, we examine up-to-date landscape of IoT platforms, 5G technology scope for business and management to how they work and the main aspects to consider when choosing a platform provider for cutting-edge decisions. It involves a set of approaches for business behaviors of the IoT and IoE classification, which can be defined as IoE business outlines in the cutting edge 5G technology.

Grassroots Resistance to Digital Platforms and Relational Business Model Design to Overcome It: A Conceptual Framework

Although extant research has studied incumbent resistance to digital platforms, it provides little understanding about when grassroots collective action by other ecosystem stakeholders against the digital platform is likely. In this paper, we identify the scope conditions detailing when local stakeholders can initiate grassroots collective action against the digital platform, a unique context characterized by fast growth, distributed innovation, role flexibility, and direct local connectivity, and propose viable solutions. Our conceptual framework suggests that grassroots collective action against the digital platform is most likely when the digital platform operates with localized scarce assets or localized precarious labor and when actors express their grievances through formalized channels. We combine business model design and stakeholder management perspectives to develop design-based solutions that involve a multisided business model structure, an inclusive stakeholder value proposition, and an ecosystem-centered governance. We call the combination of such design efforts relational business model design. To the incipient theory of digital platforms, we contribute a stakeholder-centered view of platform business models operating within local ecosystems, bridging research on collective action and stakeholder management with strategic management of platforms.

Customer entrepreneurship on digital platforms: Challenges and solutions for platform business models

Drawing on the mixed methods of qualitative research and agent‐based simulation, this study examines: (a) how end‐users use digital platforms to become customer–entrepreneurs undertaking commercial activities on platforms; and (b) how platform providers can convert this customer entrepreneurship into a revenue stream. Considering that end‐users have traditionally been defined as passive and uncharged actors in platform business models, an in‐depth understanding of their commercial activities and the viable revenue model to monetize this emerging customer practice is warranted. Our qualitative study reveals that customer–entrepreneurs make substantial use of platform offerings to advertise their products; communicate with end‐consumers; and accept payments. These commercial activities are largely exercised for free on platforms, even though they could otherwise serve as a source of revenue. On this point, our simulation results identify two pricing models achieving the generation of nearly identical revenues over time. First, platform providers may charge both advertising and transaction fees, which maximize the survival of professional customer–entrepreneurs. Second, platform businesses may levy advertising fees only, which maximizes the survival of informal customer–entrepreneurs operating on a micro‐scale and part‐time basis. This study offers theoretical, methodological, and managerial implications for platform studies.

"Coletamos dados para o seu bem" O truque retórico do imaginário sobre o dado digital promovido nos termos de uso, documentos de privacidade e relatórios de investidores da plataforma Fitbit

O artigo mapeia o significado e as qualidades atribuídas ao “dado” nos documentos destinados aos usuários e investidores da Fitbit, terceira maior plataforma no setor global de vestíveis. Foram analisados o relatório financeiro (IPO) do primeiro ano da marca no mercado de ações, os termos de uso e privacidade. Os documentos foram explorados no softwareAtlas.ti. Os resultados indicam que, embora os discursos endereçados ao cliente coloquem o dado como um benefício para o usuário, as narrativas dirigidas aos investidores destacam como riscos para o negócio: a garantia de segurança e privacidade dos usuários, os interesses governamentais no acesso aos dados e as políticas de regulação. O nosso argumento central é de que as narrativas oficiais constroem um imaginário do dado enquanto truque retórico, ocultando a rede político-econômica da marca, os riscos e as agendas de interesse ao passo que enaltecem as práticas de dataficação necessárias ao modelo de negócio da plataforma

From Pipeline to Platform: Managing Risks of Openness in an Emerging Industrial Ecosystem

With the rise of Industry 4.0, manufacturing ecosystems are undergoing a fundamental transformation. Machinery manufacturers attempt to transition from pipeline to platform business models, hoping for new profit opportunities and establishing themselves as the new ecosystem leader. While literature suggests using openness to achieve competitive advantage, we observe firms following tight coupling strategies. This paper analyzes how firms can successfully transition their business model by employing openness. To answer this question, we conduct a longitudinal ecosystem study in the agricultural industry. We explore an incumbent machinery company trying to position itself as the ecosystem leader by establishing a platform business model. Our findings show that openness leads to risks due to interdependencies in the ecosystem. As a result, the focal company’s abilities to create network effects and to capture value from these are affected. We argue that the right configuration of control points can help to reduce or eliminate these risks. Subsequently, we show three transition journeys based on a combination of control points enabling a company to go from a pipeline to a platform business model, thereby positioning itself as the ecosystem leader.

Regulatory Approaches to Digital Platforms

Digital platforms have attracted tremendous attention from researchers and practitioners alike, as the ability to facilitate transactions among user groups has created significant value for firms and customers. While many of the world's most valuable companies are based on a platform business model, significant ambiguity remains regarding optimal approaches to the regulation of platforms. This panel will discuss several aspects of platform regulation, including antitrust concerns, data security, and governance structures, and offer a path forward for research and practice in this area.

Strategizing the Co-Developments of Business Models and Ecosystems for Platforms

Business Models and Ecosystems represent two important theoretical lenses for understanding value creation (and subsequent value capture). Each perspective brings great insights to understanding platform firms. When explaining platform’s value creation and capture mechanism, strategy scholars tend to focus on just one perspective. While each perspective has usefully explained mechanisms for value creation and capture and acknowledged the conceptual significance of another, interactive aspect between them has been under-explored. We suggest that bringing the two perspectives together brings added insights, especially in the cases where complementors can both create and destroy value. This paper advances theory by offering a preliminary integrated framework . Building on interdependencies as foundations of both ecosystem and business model, it shows how platform entrepreneurs can choose to design different interdependencies on a same service. With each design choice having different implications for both scale and scope, entrepreneurs can co-develop both platform business model and ecosystem. The integral view offers theoretical insights on 1) platform competitive dynamics, 2) changes in value creations and capture mechanisms understood as business model / ecosystem changes, and 3) entrepreneurial opportunity formations.

Platform-mediated tourism micro-entrepreneurship: implications for community-based tourism in Thailand

本论文旨在分析科技平台对本地社区的作用, 包括降低风险和创造机会, 从而连系了微创业、共享经济、和社区型旅游之间的科研内容。研究设计/方法/途径研究样本包括六个在线平台（两个本地、四个国际）服务于泰国微创业主们。本论文采用系统分析法来比较个中平台之间的细小差别和有利于社区型旅游产业的特点。分析方法为主题分析法。研究结果研究发现了三种不同商业模式, 基于旅游产品、会员制、对目的地社区的贡献等三方面。旅游产品包括定制化旅游路线和私人旅游导游、当地美食体验、工坊、以及其他的当地/社区型活动。最主要的是, 泰国网络平台与泰国政府紧密合作, 以促进旅游微创业。研究原创性/价值本论文解析了在线平台的商业模式和其对社区型旅游产业的作用, 讨论了平台对可持续发展目标的贡献, 因此, 本论文对于旅游微创业、共享经济、和社区型旅游产业的文献做出贡献。

Two-directional convergence of platform and pipeline business models

PurposeThis article examines the new phenomenon of the convergence of platform and pipeline business models. It examines the potential synergies and challenges for platforms to add pipeline components and vice versa for pipeline businesses.Design/methodology/approachThis paper uses a conceptual approach that synthesizes and integrates the literature from service, hospitality, and strategy, and supplements them with two illustrative mini-case studies.FindingsWhile the extant literature typically focuses on the dichotomy between incumbent pipeline businesses that create value by controlling a linear series of activities and network effects-driven platforms, we differentiate between two types of platform business models (i.e. platforms with asset control and platforms with peer-provided assets). Further, we identify three common pathways of convergence; that is, pipelines moving towards (1) platforms with asset control and (2) those with peer-provided assets, and (3) platforms with peer-provided assets adopting defining business characteristics of pipelines. Furthermore, we contrast key characteristics of the three business models and examine potential synergies and challenges for business model convergence. Our findings suggest that convergence from pipelines to platforms with asset control seems to be a natural extension that offers many potential synergies and relatively minor challenges. In contrast, convergence from pipelines to platforms with peer-provided assets is likely to encounter more serious challenges and few synergies. Finally, the synergies and challenges of convergence from platforms with peer-provided assets to pipelines seem to be in between the other two in terms of synergies and challenges.Practical implicationsThis article helps managers think through key considerations regarding potential synergies to develop and challenges to mitigate for embarking on convergence strategies between pipeline and platform business models.Originality/valueThis article is the first in the service, business model and strategy literature to identify, define, and conceptualize business model convergence between platforms with asset control, those with peer-provided assets and pipeline businesses. It is also the first to examine potential synergies and challenges these different paths of business model convergence may entail.

THE CONCEPT OF LEGAL REGULATION OF ARTIFICIAL INTELLIGENCE: PLATFORM LEGAL MODELS

Modern technologies and new management concepts — industrial and product platforms — create breakthrough innovative products and services based on the integrated integration of Artifi cial Intelligence, Big Data and the Internet of Things. The cost of communications has plummeted over the past decade, making network and system integration less expensive. Platforms are the physical embodiment of networking. They take traditional production to digital footing, lowering production costs and turning products into services that provide greater profi t. Platform law could become a mechanism for the network interaction of Artifi cial Intelligence, Big Data and the Internet of Things. It should be like integration law, but permeated, in accordance with its updated nature, scientifi c, technological and information-digital algorithms of legal relations and interactions. To meet the requirements of the time, legal institutions must change — the dominance of platform business models creates new legal relations and the need to seek new content and new legal forms of institutional regulation of changing social relations. The legal fi eld of platform business models is in a constant search for a balance between innovations (technologies + economics) and their legal regulation.

A business model canvas for crowdfunding platform: case study of crowdfunding platforms in Malaysia

<span>Crowdfunding allows entrepreneurs raise fund to help subsidizing their project. In other country, crowdfunding platform has become famous. In the contrary, it is yet to be trend in Malaysia. Financing using internet still irrelevant among Malaysian citizen. Without a proper guideline and strong crowdfunding platform based in Malaysia as a benchmark, it is hard to convince entrepreneurs and funders to consider crowdfunding as an option to fund a project. This research thus proposed business model canvas which can be applied by the crowdfunding platform organizations to manage their business and operation more efficiently. Case study method has been employed with two techniques of data collection: interview and document review. Two crowdfunding platforms based in Malaysia participated in the case study. The findings show that both crowdfunding platforms have fundamental business model elements that made of a solid foundation as a crowdfunding platform. These results offer insight into crowdfunding environment and how it links to another necessary part of business for it to function as a successful business. Nine building blocks fits well in the crowdfunding platform business model elements namely partner network, core competency, key resources, value proposition, customer relationship, distribution channel, customer segments, cost structure and revenue stream. Interestingly, the findings revealed another imperative element that should be part of the canvas: risk management.</span>