Managing Platforms and Ecosystems
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ItemIntroducing Platform Interactions Model for Studying Multi-Sided Platforms( 2018-01-03)Multi-Sided Platforms (MSPs) function as socio-technical entities that facilitate direct interactions between various affiliated to them constituencies through developing and managing IT architecture. In this paper, we aim to explain the nature of the platform interactions as key characteristic of any MSP. To this end, we propose the Platform Interaction Model (PIM), built upon Activity Theory and Business Action Theory. We then test its explanatory capability by applying it to four cases. Based on our analysis, we argue that MSPs enable various types of interactions, which has implications for the initial adoption, competitiveness, and subsequent expansion of particular MSP.
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ItemDesigning Data Governance in Platform Ecosystems( 2018-01-03)As platform ecosystems such as Facebook or Twitter are rapidly growing through platform users’ data contribution, the importance of data governance has been highlighted. Platform ecosystems, however, face increasing complexity derived from the business context such as multiple parties’ participation. How to share control and decision rights about data assets with platform users is regarded as a significant governance design issue. However, there is a lack of studies on this issue. Existing design models focus on the characteristics of enterprises. Therefore, there is limited support for platform ecosystems where there are different types of context and complicated relationships. To deal with the issue, this paper proposes a novel design approach for data governance in platform ecosystems including design principles, contingency factors and an architecture model. Case studies are performed to illustrate the practical implications of our suggestion.
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ItemCharting the Emerging Financial Services Ecosystem of Fintechs and Banks: Six Types of Data-Driven Business Models in the Fintech Sector( 2018-01-03)The competition and the collaboration of established banks and challenging fintechs are expected to dramatically change the financial services ecosystem. The different types and roles of fintechs as new niche players in the ecosystem are not well understood so far. However, a better understanding of these types and roles is required for incumbent as well as for new actors for defining and aligning their strategies. In this paper, we analyze the business models of 195 fintech companies with a special focus on the role of data. Based on this analysis, we present a structured overview of fintechs’ business areas as well as six data-related business model types. This paper contributes to the research on data-driven business models and business ecosystems by applying and modifying an existing approach for classifying new niche players based on the data dimension of their business models.
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ItemUniversity-Industry Programs as Platforms: A Case Study of Multi-Disciplinary Collaborative Network Development( 2018-01-03)This paper shows how University-Industry (UI) liaisons can be studied in light of the emerging and insightful literature on platforms. Applying the concept of platforms to University-Industry programs, this paper describes one industry affiliate program and analyzes its synergistic impact on multidisciplinary involvement and collaboration network development. Insights and recommendations are made for catalyzing mutually beneficial collaborations through research themes as mechanisms for platform orchestration.
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ItemComplementor-side Ecology and its Implications on Platform Strategy( 2018-01-03)Understanding the complementor behavior and its implication is the key to understanding platform dynamics. By using theoretical guides of organizational ecology, this study analyzed complementor's various niche strategies and their implications. Using the data from game industry, our study shows that the initial entry strategy to increase the survival rate is to concentrate on a specific game genre. However, as the platform grows, the relationship between complementor platform niche width and the survival rate shows inverted-U shape. From the perspective of the platform owner, it would be very difficult to provide various kinds of services especially at the early stage of developing the platform if all the complementors become genre-specific. If many complementors choose to provide services to multiple platforms, it would be very difficult for the platform owner to provide services different from other platforms. We provide interpretations on various strategic implications of complementor dynamics to the platform strategy.
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ItemVisualizing Ecosystems of Hype( 2018-01-03)The emergence of new technologies is relentless. While there are many studies that have examined the transformative value, impact, and adoption, our understanding of the underlying ecosystem that shapes the emergence of these new technologies is surprisingly limited. Motivated by the call for pursuing contemporary information systems (IS) research that captures market realities and provides practical relevance, this study uses a data-driven visualization approach to map the ecosystem structure of emerging technologies. We use text mining to identify and extract relevant companies associated with 34 emerging technologies from publicly available data sources (business and technology news, press releases, industry briefings, analyst reports, and blogs) and then apply graph visualization techniques to reveal the corresponding ecosystem structure. We frame our analysis and discussion of these ecosystems in terms of the emerging technology’s maturity stage and time to mainstream adoption. We illustrate our approach using visualizations of nine emerging technologies. We conclude with theoretical and practical implications and offer directions for future data-driven emerging technology ecosystem research.
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ItemEnabling the Mapping of Internet of Things Ecosystem Business Models Through Roles and Activities in Value Co-creation( 2018-01-03)The increasing connectivity provided by the Internet of Things (IoT) supports novel business opportunities for actors’ overlapping service systems. Therefore, the co-creative nature of IoT business needs to be further studied. This paper contributes to the understudied area of IoT ecosystem dynamics by reporting an empirical study on a European IoT initiative and describing different actor roles and activities in the IoT use cases, and their implications for IoT ecosystem value creation. The paper shows how IoT ecosystem actors may take the roles of Ideator, Designer, or Intermediary in different design layers, and, recommends this approach to better understand and describe ecosystem business models. Theoretical and managerial implications are discussed.
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