Platforms in the Sharing Economy: Does Business Strategy Determine Platform Structure?

dc.contributor.authorClemons, Eric
dc.contributor.authorConstantiou, Ioanna
dc.contributor.authorMarton, Attila
dc.contributor.authorTuunainen, Virpi
dc.date.accessioned2019-01-03T00:51:48Z
dc.date.available2019-01-03T00:51:48Z
dc.date.issued2019-01-08
dc.description.abstractSharing economy businesses are increasingly important, but the relationships between their strategies and their platforms’ structure has received insufficient attention. To address this gap, we develop testable hypotheses building on following expectations. 1) Sharing economy businesses are attacking mature markets; 2) most sharing economy businesses follow one of Porter’s two basic strategies, seeking a price advantage or a differentiation advantage; and 3) platforms that support differentiation-based strategies must provide more information to their users than platforms that support cost-based strategies. We located a database of 100 investment-grade sharing economy businesses to test our hypotheses. Our hypotheses received strong support from this database.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2019.799
dc.identifier.isbn978-0-9981331-2-6
dc.identifier.urihttp://hdl.handle.net/10125/60102
dc.language.isoeng
dc.relation.ispartofProceedings of the 52nd Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectStrategy, Information, Technology, Economics, and Strategy (SITES)
dc.subjectOrganizational Systems and Technology
dc.subjectplatform strategy, sharing economy, newly vulnerable markets, resonance marketing
dc.titlePlatforms in the Sharing Economy: Does Business Strategy Determine Platform Structure?
dc.typeConference Paper
dc.type.dcmiText

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