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Journal articles on the topic 'Platform business economy'
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1
Wirtz, Jochen, Kevin Kam Fung So, Makarand Amrish Mody, Stephanie Q. Liu, and HaeEun Helen Chun. "Platforms in the peer-to-peer sharing economy." Journal of Service Management 30, no. 4 (October 16, 2019): 452–83. http://dx.doi.org/10.1108/josm-11-2018-0369.
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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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Xue, Chen, Wuxu Tian, and Xiaotao Zhao. "The Literature Review of Platform Economy." Scientific Programming 2020 (September 1, 2020): 1–7. http://dx.doi.org/10.1155/2020/8877128.
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Since the 1990s, the increasing development of digital-driven technologies such as the Internet, cloud computing, big data, and the Internet of Things and the popularization of computers and mobile electronic devices have accelerated the evolution of global business organizations, thus making a new form of business organization, platform economy. As the most important form of industrial organization in the new economic era, the development of the platform has received extensive attention from the academia. Through literature analysis and inductive deduction, this paper reviews the connotation of platform economy, the historical context of development, the competition and monopoly (differentiation) of multilateral platforms, the evaluation mechanism of platform, antimonopoly governance, and research methods, and provides theoretical references and new ideas for future research directions.
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Stavrova, Elena, Dinka Zlateva, and Lubomira Pinelova. "PLATFORM ECONOMY AS AN INEVITABLE DEVELOPMENT OF DIGITAL BUSINESS." Entrepreneurship 9, no. 1 (May 15, 2021): 87–95. http://dx.doi.org/10.37708/ep.swu.v9i1.8.
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The growth of digital platforms generates strong network effects and dynamics of all winners, which disrupts systemic growth and further stimulates competition between them. Despite the positive effects, under certain conditions, these same functions make the currently operating platforms vulnerable to competitive strategic moves through platforms where participants can add value for themselves and at the same time avoid pre-investment in value added generation. In this analysis, we use an interpretive synthesis of different theoretical concepts of platform business to theorize these strategies as a new category and their distinctive features. Overall, the study demonstrates the potential for unconventional and opportunistic strategies to compete on platforms that extend beyond more traditional ones, such as network quality, diversity and size.
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Kunwar, Ramesh Raj. "Understanding Multisided Platforms, Circular Economy and Tourism." Journal of Tourism & Adventure 3, no. 1 (September 21, 2020): 118–41. http://dx.doi.org/10.3126/jota.v3i1.31360.
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A multisided platform is a model that creates value by facilitating exchanges between two transaction partners which means the platform plays an intermediary role between the two groups. This is also called “knowledge economy “or “third globalization” which has been brought into one platform through technology and information. In business, the platform is recognized as a marketing terminology. Comparatively the state, government, and civil society are influenced by various technologies in several fields of human activities and provide beneficiaries to human beings. This study aims to introduce the multisided platforms and their respective fields in businesses on one side and the other side, it shows the link between tourism and circular economy and explains why is circular economy becoming a key factor for contributing to keeping the balanced environment in highly industrialized, urbanized, overpopulation including over tourism. These days the circular economy has become closely associated with sustainability and sustainable tourism and development.
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Fuster Morell, Mayo, Ricard Espelt, and Melissa Renau Cano. "Sustainable Platform Economy: Connections with the Sustainable Development Goals." Sustainability 12, no. 18 (September 16, 2020): 7640. http://dx.doi.org/10.3390/su12187640.
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The platform economy is growing exponentially while creating expectations for its potential to contribute to a sustainable development. However, research aimed at showing the potential contribution of each platform’s business model to sustainable development is needed. The Sustainable Development Goals (SDGs) are driving the policy agenda, but it remains unclear how far they encourage a sustainable platform economy. First, this article aims to study how each different type of platform contributes to sustainable development. Second, it analyses if and how the factors that contribute to the sustainable design of platforms are considered in SDGs. The paper departs from a framework of sustainable democratic qualities of the platform economy that considers governance, economic sustainability, technological and data policies, social responsibility, and external impact dimensions. The study is based on an empirical analysis of 60 platforms. The results show that a sustainable design of a platform economy promotes sustainable development. Furthermore, the contributions of the sustainable dimensions of a platform to SDGs are mainly connected to the impact and responsibility and the economic model, but governance and data dimensions are not present in the SDGs. This suggests that SDGs should improve their digital perspective to intertwine better with the sustainable platforms.
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Minter, Kate. "Negotiating labour standards in the gig economy: Airtasker and Unions New South Wales." Economic and Labour Relations Review 28, no. 3 (August 8, 2017): 438–54. http://dx.doi.org/10.1177/1035304617724305.
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The ‘gig economy’ uses digital platforms to bypass many of the regular responsibilities and costs of employment. Ambiguity as to whether gig-economy workers are independent contractors, dependent contractors or employees allows the undermining of traditional labour standards governing minimum wages and other legislated employment conditions. Labour law and institutions need to catch up to the new reality of this form of work and develop new tools to protect and enhance minimum standards for workers in digital platform businesses. Unions, business and government all have a role to play in the long term. Meanwhile, direct engagement between these new firms and workers’ advocates can also help to mitigate the risks posed to labour standards by digital business models, by addressing regulatory gaps. This article is a case study of innovative negotiations between one platform business (Airtasker) and Unions New South Wales, a peak trade unions body in New South Wales, Australia, in order to establish agreed minimum standards for engagements negotiated through this platform.
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Kokhan, Veronika. "Digital platform as a digital economy tool." Law and innovations, no. 1 (33) (April 5, 2021): 29–34. http://dx.doi.org/10.37772/2518-1718-2021-1(33)-4.
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Problem setting. Digital platforms ensure the digital activity of state bodies and business. They are tools for the digital transformation of socio-economic systems at all levels that implement network management. The functioning of digital platforms is not limited by borders, they can work anywhere. Now the digital platform has become a separate object of legal regulation, which has its own peculiarities and needs to be regulated by law. Analysis of recent researches and publications. Digital platforms are studied in the scientific works of Sichkarenko K. O., Lyashenko V. I., Vyshnevsky O. S., Yarmolenko Yu. O. Target of research. The purpose of the article is to provide a definition of the term “digital platform”, to describe the models of legal regulation of digital platforms, to identify the main problems connected with digital platforms maintaining. Article’s main body. The definitions of «digital platform», that are available in the scientific literature, contain primarily technological characteristics of this phenomenon, while we are interested in the legal features of digital platforms. From the law point of view, a digital platform should be defined as software or software and hardware that provides third parties access to the digital environment, ensures interaction and other activities between participators in order to develop their software or sell their products, works or services. Depending on the type (private or public), digital platforms have differences in legal regulation. A commercial model of legal regulation characterizes private digital platforms. State digital platforms are regulated because of a centralized model of legal regulation. The commercial platform is established by a legal act of a private company. The founder independently solves the basic questions of functioning of a platform. The activity of the platform is carried out on the basis of the acts of the founder, which are joined by all other participants who intend to use the platform. The state bodies establish public (state) digital platforms. The functioning of such a platform is determined by the law regulations of the state of the appropriate level. An authorized state body (platform operator) manages the digital platform. The activity of state digital platforms is limited to the territory of the state. The state digital platform is not for profit, unlike private ones, as it is created in order to increase the efficiency of public services through digitizing the processes of interaction with their consumers. No full-fledged state digital platforms have been created in Ukraine. Legal regulation of digital platforms should be aimed at solving the following problems: collection, processing and storage of big data; storage of personal data of platform users, trade secrets of legal entities; providing user access to the digital platform and non-discrimination in this area; employment regulation through the use of digital platforms; problems of competitiveness and monopoly in the business environment; taxation of the activity of the digital platform operator and the activity of its participants who sell goods or provide services. Conclusions and prospects for the development. The complex nature of the relations that arise within the functioning of digital platforms determines the complexity of the legal regulation of this object, as the activities of digital platforms affect both public (financial, tax) and private law (civil, commercial, labor). This means that the development of the digital economy requires radical changes in the general approaches to the legal regulation of a new type of economic relations.
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Stefanović, Suzana. "Business Model of the Sharing Economy Platform: Who are the “Winners” and who are the “Losers” of the COVID-19 Pandemic?" Economic Themes 59, no. 1 (March 1, 2021): 23–44. http://dx.doi.org/10.2478/ethemes-2021-0002.
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Abstract The increasing digitalization of business activities in recent years has been a significant impetus to business model innovation. In this sense, we are witnessing the success of companies that base their businesses on the digital platform model. Therefore, the basic purpose of this paper is to stress out the very essence of platformization as a business model, which is based on the implementation of digital technologies, as well as to point out the characteristics - advantages and disadvantages of the so-called “sharing economy” model. Also, the purpose and goal of the paper is to point out how the characteristics of different types of platforms, especially of sharing economy platforms, affect their business success, i.e. market value, but also vulnerability in case of adverse effects of external factors, such as the current corona virus pandemic. Using both the classical methodology of theoretical research, based on insights into an available literature on the topic, and the results of research of world best practice, as well as monitoring statistical indicators of market value of the world’s best companies, the results confirm the initial assumption that nowdays companies which implement business model of the platform prevail. However, the results of the research also showed the vulnerability of the platforms, especially those based on the sharing economy, in the conditions of a corona virus pandemic. Given that there is very little research in the academic literature on the economic consequences of the current COVID-19 pandemic, the originality and significance of the research is in an attempt to stress out the consequences of the pandemic on the current market value and position of platform companies, and also on their survival and growth in the future.
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Jaque, Roman, Marat Sarygulov, and Joao Leitao. "Electronic platforms as a new ecosystem of the organization and the conduct of business." SHS Web of Conferences 44 (2018): 00042. http://dx.doi.org/10.1051/shsconf/20184400042.
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At the present moment, leading industrial countries and such new and quickly growing economies as China and India that also actively use the possibilities provided by new technological platforms, form a new type economy known as “digital economy” or “economy of joint use”. As the new technological platform is based on information technologies, the best synergetic effect is achieved through using electronic platforms, with their number and variety quickly growing, so they are actually creating a new infrastructure for communication between the primary economic agents. A new ecosystem also provides new possibilities, including instrumental ones, for conduct of business, searching for jobs and developing the business environment. This article analyzes new trends in development of business in the conditions of a newly forming digital economy.
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Li, Lin. "Analysis of External Environmental Factors Which Affect the Development of Ride-sharing Platform Based on ISM model, Examples of DiDi." Asia Proceedings of Social Sciences 1, no. 2 (November 14, 2018): 37–39. http://dx.doi.org/10.31580/apss.v1i2.363.
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The concept of “sharing economy†was first proposed jointly by American Marcos Felson and Joan Spence. They described a new way of life consumption with “collaborative consumptionâ€. The main feature of sharing economy is individuals achieve point-to-point direct transactions of goods and services through third-party platforms [1]. However, the objective conditions at that time made it difficult to put into practice. With the development of network technology, it is possible to integrate offline idle goods or personal services and provide them to users at a lower price, and become a viable new business model. As a Ride-sharing platform, Uber has become the leading enterprise in the sharing economy, its successful experience is the learning target of other sharing economic platforms, and the business model is also representative in sharing economic industry. However, Uber naively believes that the leading business model and business methods in the US market can be seamlessly extended to other countries and regions, without paying attention to localization for the users, in China and even Southeast Asia, Uber suffered a huge defeat and was replaced by DiDi and Grab. As the largest ride-sharing platform in China, DiDi was pushed to the turmoil in the second half of 2018 due to security issues, two women were raped and killed by DiDi driver while riding, and the call to shut down DiDi was endless in China. In China, Ride-sharing Platform, from Uber to DiDi, from DiDi's strong development to the current endless call to shut down, what kind of key external environmental factors affect the development of the ride-sharing platform? This paper attempts to clarify the external environmental factors that affect the development of shared travel platforms, and use the ISM model to clarify their levels and relevance.
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Saputra, Prayogi R., and Nur Hayatin. "Model Platform Sharing Economy di Indonesia Study Kasus: Unicorn Lokal." DIALEKTIKA : Jurnal Ekonomi dan Ilmu Sosial 4, no. 2 (October 15, 2019): 55–65. http://dx.doi.org/10.36636/dialektika.v4i2.350.
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Abstract
The sharing economy platform is a concept that is not yet stable and will continue to grow. This is evidenced by the various types of sharing economy platforms developed, especially in Indonesia. Many applications are made, but there are only a few applications that succeed in their business even reaching the Unicorn. They are Gojek, Traveloka, Tokopedia and Bukalapak. This study answers the question of how a typology of economic models sharing platforms in Indonesia is successful by taking the four unicorns as objects. The basic model of sharing economy used consists of four models taking into account the level of company control over participants and the level of competition between participants. Typology was developed through analysis of qualitative data obtained by observing the 4 Unicorn application which became the most successful platform in terms of user acquisition, active users, and transaction volumes. The theoretical contribution of this research is the sharing economic categorization model in Indonesia, considering that there is no research that presents the generic typology as intended. While the practical contribution is to provide a reference for beginners and investors about sharing economic models that are relevant for the Indonesian market. From the results of this study, we will know the typology model of a sharing economic platform that is developing in Indonesia, so it is expected to be a reference for business development towards the industrial revolution era 4.0.
Keywords: sharing economy, Indonesia’s model, Gojek, Traveloka, Tokopedia,
Bukalapak
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Van Alstyne, Marshall, and Geoffrey Parker. "Platform Business: From Resources to Relationships." GfK Marketing Intelligence Review 9, no. 1 (May 1, 2017): 24–29. http://dx.doi.org/10.1515/gfkmir-2017-0004.
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Abstract The driving force behind our internet economy is demand-side economies of scale, also known as network effects. These arise when users create value for other users and are enhanced by technologies that create efficiencies in social networking. While resource control and supply side efficiency used to be key success factors in the past, building platforms, orchestrating networks and managing relationships determine success in an increasingly digital world. Successful platforms seek to maximize the overall value of the whole system in a circular, revolving and feedback-driven process. By attracting more platform participants they are able to offer a higher value. The larger the network, the better the matches between supply and demand and the richer the data that can be used to find matches. Successful platforms put companies that use traditional business models at risk. Many companies are still highly competitive, but when platforms enter the same marketplace, the platforms usually win. Companies that fail to create platforms on their own or to integrate their business into existing platforms will be unable to compete for long.
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Wang, Qiongying, and Daijian Tang. "Research on Intelligent Recommendation Business Model of Tourism Enterprise Value Platform from the Perspective of Value Cocreation." Complexity 2021 (August 5, 2021): 1–13. http://dx.doi.org/10.1155/2021/8441844.
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With the rapid development of China’s economy, people pay attention to their own quality of life, and tourism has become the first choice for people from all walks of life to relax themselves. Tourism travel has mainly developed from the form of travel agency registration to the form of online registration based on the network platform business model. Considering the value cocreation and the diversity of tourism enterprise platform, this paper puts forward the business model research of intelligent recommendation of tourism enterprise platform from the perspective of value cocreation. Firstly, the commonly used recommendation algorithms are introduced, which are collaborative filtering recommendation algorithm, content filtering recommendation algorithm, and association rule recommendation algorithm. Secondly, it analyzes the number of tourists and economic benefits of the business platform of tourism enterprises from April 2020 to April 2021 and also analyzes the business models of five modules under the tourism platform on different platforms. Finally, three recommendation algorithms are used to compare the comprehensive performance of five modules in different business models. Finally, we find that the rate of accuracy and recall of business is above 88%, which can have good economic benefits and provide customers with high-quality recommendation service and good satisfaction.
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Bauer, V. P., V. V. Eremin, and M. V. Ryzhkova. "Digitalization of the Financial Activities of Platform Companies: Competitive Potential and social Impact." Finance: Theory and Practice 25, no. 2 (April 29, 2021): 114–27. http://dx.doi.org/10.26794/2587-5671-2021-25-2-114-127.
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The aim of the article is to define the characteristics of platform companies and their digital platforms as new mechanisms of competition and social transformation in the global economy. The relevance of the article is due to the demand for theexperience of foreign platform companies as the main business models for the competitive development of the economy. The authors apply methods such as theoretical analysis of scientific publications (analysis, synthesis, generalization); deduction as a procedure for the transition from the general to the particular; analysis of the structure of the influence of platform companies on the strategies of competition, highlighting the differences between the platform and linear business models; determining the influence of platform companies on competition among offline partners; identification of competition between platform companies and within them; highlighting aspects of the social impact of the functioning of platforms and platform companies. The study is based on the works of domestic and foreign authors devoted to the analysis of the development of platform companies and the assessment of the social impact of these processes, as well as the interaction between the authors and developers of digital platforms. The scientific novelty of the article is provided by the analysis of a wide range of competition tools, which favorably distinguish the platform approach to modern business from the linear one. The results of the analysis make it possible to form a model of the competition ecosystem in the platform economy. The authors conclude that the basis of the competitive success of platform companies is their ability to expand the scale of activities (as a result of optimizing various types of assets), to minimize costs by involving external users in the process of creating added value, and cross-platform cooperation. The authors recommend that Russian business entities use the experience of foreign platform companies to gain competitive advantages not only in the Russian IT sector but also outside of it. Particularly important are: decentralization of quality control procedures, creation of new sales markets, collection, and processing of large amounts of data, development of strategies for entering markets as suppliers and contractors, diversification of activities at the stage of attracting investments, a social construction.
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Korchagina, Elena, Olga Kalinina, Anna Burova, and Natalya Ostrovskaya. "Main logistics digitalization features for business." E3S Web of Conferences 164 (2020): 10023. http://dx.doi.org/10.1051/e3sconf/202016410023.
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The modern foreign and domestic studies consider the digital transformation of the economy mostly as a combination of effects arising under the influence of a number of implemented digital innovations, which result in the emergence of new economic structures, new business practices, as well as new values and beliefs in the business environment. The article is devoted to the research of logistics networks development features in the context of globalization and digitalization of the economy. Issues of increasing the efficiency of the functioning of logistics networks using digital technologies through the creation of information logistics platforms also considered. As the scientific novelty of the study, it should be noted the highlighted advantages of digitalization of logistics platforms. The digital economy, in which modern logistics networks operate, is characterized by the following main features the global nature, the use of network principles for coordinating society and markets, operations with intangible benefits: information and relationships, ideas. Modern management of international logistics systems is based on the integration of digital control in the system of automatic regulation and control of the road situation and the transport situation. Thus, within the framework of the platform economy, there is a complete transformation of the existing business models. The authors prove that the features of logistics digitalization cause a significant impact on the process of logistics networks development with the necessary theoretical and methodological support for the design process of international trading.
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Nieborg, David B., and Thomas Poell. "The platformization of cultural production: Theorizing the contingent cultural commodity." New Media & Society 20, no. 11 (April 25, 2018): 4275–92. http://dx.doi.org/10.1177/1461444818769694.
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This article explores how the political economy of the cultural industries changes through platformization: the penetration of economic and infrastructural extensions of online platforms into the web, affecting the production, distribution, and circulation of cultural content. It pursues this investigation in critical dialogue with current research in business studies, political economy, and software studies. Focusing on the production of news and games, the analysis shows that in economic terms platformization entails the replacement of two-sided market structures with complex multisided platform configurations, dominated by big platform corporations. Cultural content producers have to continuously grapple with seemingly serendipitous changes in platform governance, ranging from content curation to pricing strategies. Simultaneously, these producers are enticed by new platform services and infrastructural changes. In the process, cultural commodities become fundamentally “contingent,” that is increasingly modular in design and continuously reworked and repackaged, informed by datafied user feedback.
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Nieborg, David B., Chris J. Young, and Daniel Joseph. "App Imperialism: The Political Economy of the Canadian App Store." Social Media + Society 6, no. 2 (April 2020): 205630512093329. http://dx.doi.org/10.1177/2056305120933293.
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To critically engage with the political economy of platformization, this article builds on the concepts of platform capitalism and platform imperialism to situate platforms within wider historical, economic, and spatial trajectories. To investigate if platformization leads to the geographical redistribution of capital and power, we draw on the Canadian instance of Apple’s iOS App Store as a case study. App stores are situated in a complex ecosystem of markets, infrastructures, and governance models that the disparate fields of business studies, critical political economy of communications, and platform studies have begun to catalog. Through a combination of financial and institutional analysis, we ask if Canadian game app developers are effective in generating revenue within their own national App Store. Given Canada’s vibrant game industry one would expect Canadian developers to have a sizable economic footprint in the burgeoning app economy. Our results, however, point toward the US digital dominance and, therefore, we suggest the notion of app imperialism to signal the continuation, if not reinforcement of existing instances of economic inequalities and imperialism.
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Gretchenko, A. I., and I. V. Gorokhova. "Digital Platform: a New Business Model in the Russian Economy." Vestnik of the Plekhanov Russian University of Economics, no. 1 (March 1, 2019): 62–72. http://dx.doi.org/10.21686/2413-2829-2019-1-62-72.
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Hänninen, Mikko, Anssi Smedlund, and Lasse Mitronen. "Digitalization in retailing: multi-sided platforms as drivers of industry transformation." Baltic Journal of Management 13, no. 2 (April 3, 2018): 152–68. http://dx.doi.org/10.1108/bjm-04-2017-0109.
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Purpose Digitalization has transformed several industries during the past two decades. In this paper the authors focus on the retail sector, where new business models help retailers and suppliers meet the ever changing and demanding needs of retail shoppers. One example of this business model innovation is multi-sided digital platforms, which have become popular as they connect consumers with suppliers from around the world with a large ecosystem to support the retail platform. The purpose of this paper is to provide an overview of how multi-sided digital platforms are transforming the retail exchange logic and assess the implications and impact of these platform-based businesses on the retail sector, especially for business managers and consumers. Design/methodology/approach In this paper, the authors employ literature review, conceptual analysis and qualitative case study methodology. The authors provide an overview of how the platform economy is affecting the retail sector through the illustration of four digital multi-sided platforms: Alibaba Group, Amazon.com, eBay and Rakuten Group, and what differentiates them from incumbent business models in retailing. Findings The findings suggest that platforms transform the transaction logic of retailing as they simply intermediate transactions between buyers and suppliers rather than handling the entire supply and logistics chain themselves. The authors highlight the role of consumer understanding and Big Data as one example of how multi-sided digital platforms differentiate from their non-platform competitors. Practical implications The paper highlights how incumbent retailers can compete against new forms of business, such as digital platforms, and the authors demonstrate some of the managerial capabilities needed to remain relevant amidst this new digital competition. Originality/value Very little empirical studies in marketing and retail literature have focused on multi-sided digital platforms and their business models. The present study fills this gap with an overview of how multi-sided digital platforms transform the retail sector.
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Семеног, Андрій Юрійович. "ЕКОСИСТЕМИ ЦИФРОВИХ ПЛАТФОРМ ЯК ФАКТОР ТРАНСФОРМАЦІЇ БІЗНЕСУ В УМОВАХ ЦИФРОВОЇ ЕКОНОМІКИ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 137, no. 4 (December 5, 2019): 39–50. http://dx.doi.org/10.30857/2413-0117.2019.4.4.
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The review of scholarly literature, analytical centers and international organizations reports evidence the growing role of digital platforms in transformation of business models of the past, shaping major trends in the digital economy development and relationships with various economic actors. However, the use of big data and the network effect poses serious risks to the existence of non-digital companies enhancing the relevance of the research on the factors and methods of platform influence upon the transformation of economic relations in Ukraine. The research methodology employed such general scientific methods as analysis and synthesis, analogy, logical and systemic approaches, and grouping. The study reveals the essence of digital platforms as the disruptors of classic business models. The key factors that allow digital platforms to capture market niches quickly are identified. Among them are active use of big data, algorithm development, network effects, cash flow from small transactions, evasion of rules and conditions, elimination of redundant actions and mediation, impeccable customer experience and the network leverage effect. The prerequisite for the platform transformational success is generating a new value to customers through financial savings, new experience and opportunities to participate in the creation of personal products and services. The study provides insights on the nature, structure, characteristics and models of digital platform ecosystems. It is argued that the most successful platforms build ecosystems that bring together companies, capital, communities, networks, people, data analysis and technology to create “disruptive” business models that might be a potential threat to the “survival” of non-digital businesses and the source of imbalance to the established economic order. Thus, a factor of “creative destruction” contributes to the emergence of new sources of economic growth. The complexity of identifying the effect from the development of digital platforms ecosystems offers implications for setting further research areas.
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Zhyhlei, Iryna, and Dmytro Zakharov. "sharing economy formation through the social capital development." Public Policy and Accounting, no. 1(3) (April 26, 2021): 12–21. http://dx.doi.org/10.26642/ppa-2021-1(3)-12-21.
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Aspects of digital transformation as a part of Industry 4.0 are analyzed. The sharing economy and sharing platform development are shown through a historical retrospective. Characteristic features of current changes in economic development related to the global industrial Internet infrastructure, big data, cloud technologies, artificial intelligence are noted. The importance of the components of social capital for the construction of a horizontal network of stable relationships is investigated. The most popular types of sharing economy are presented. The results of a survey among participants in the program «Norway-Ukraine. Professional Adaptation. Integration into the State System» are analyzed. This program takes a course on starting your own business. The purpose of the survey was to determine the importance of the components of social capital for starting your own business and the ability to build a sharing business. The results of the survey show a low level of trust, weak partnerships, and a reluctance to cooperate with government institutions. The survey showed critical points that need to be quickly fixed for socio-economic development and social capital building. Further development of the sharing economy depends on the effective use of online platforms. The article clarifies the essence and features of the sharing economy. Modern online network platforms and gives their classification are considered.
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Wagner, Natalia, Roma Strulak-Wójcikiewicz, and Anna Landowska. "Trust in Sharing Economy Business Models from the Perspective of Customers in Szczecin, Poland." Sustainability 11, no. 23 (December 2, 2019): 6838. http://dx.doi.org/10.3390/su11236838.
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The concept of a sharing economy, as part of a wider collaborative economy concept, is among the most important economic and technological trends that will influence socioeconomic development in the future. Interest in using the opportunities offered by sharing platforms is increasing; hence, the subject is a current and important issue. Confidence in technology, service providers and application providers is a key issue when making decisions about using such solutions. The aim of the paper is to examine the level of trust in sharing economy business models considering two groups of factors, trust in people and in technology, among several demographic groups. The paper has an empirical character and the results are provided on the basis of a survey conducted in Szczecin, Poland, with 403 respondents who are current and potential users of sharing platforms. The obtained results show that platform management requires more attention focused on building mutual trust networks among participants rather than strengthening the confidence in using the technology.
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Nieborg, David B., and Anne Helmond. "The political economy of Facebook’s platformization in the mobile ecosystem: Facebook Messenger as a platform instance." Media, Culture & Society 41, no. 2 (December 17, 2018): 196–218. http://dx.doi.org/10.1177/0163443718818384.
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Facebook’s usage has reached a point that the platform’s infrastructural ambitions are to be taken very seriously. To understand the company’s evolution in the age of mobile media, we critically engage with the political economy of platformization. This article puts forward a conceptual framework and methodological apparatus to study Facebook’s economic growth and expanding platform boundaries in the mobile ecosystem through an analysis of the Facebook Messenger app. Through financial and institutional analysis, we examine Messenger’s business dimension and draw on platform studies and information systems research to survey its technical dimension. By retracing how Facebook, through Messenger, operationalizes platform power, this article attempts to bridge the gap between these various disciplines by demonstrating how platforms emerge and how their apps may evolve into platforms of their own, thereby gaining infrastructural properties. It is argued that Messenger functions as a ‘platform instance’ that facilitates transactions with a wide range of institutions within the boundaries of the app and far beyond.
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Mossali, Elena, Marco Diani, and Marcello Colledani. "DigiPrime: Digital Platform for Circular Economy in Cross-Sectorial Sustainable Value Networks." Proceedings 65, no. 1 (December 23, 2020): 1. http://dx.doi.org/10.3390/proceedings2020065001.
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Circular Economy is the solution for the current environmental crisis, representing a huge economic opportunity to build new sustainable businesses. However, many barriers need to be faced for its implementation at industrial scale—firstly, the lack of data sharing between the different stakeholders of product value-chains. The DigiPrime project is an EU-funded Innovation Action aimed at developing and demonstrating a digital platform with services able to unlock innovative cross-sectorial business models for the remanufacturing and recycling of target value-added products. In this paper, the concept behind the DigiPrime project is reported, with a particular focus on the construction sector.
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Dashkov, A. A., and E. S. Chernikova. "Research on the impact of digital platforms on the business model of an organization." E-Management 4, no. 1 (April 30, 2021): 48–57. http://dx.doi.org/10.26425/2658-3445-2021-4-1-48-57.
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The area of research presented in the article are digital platforms. The platform approach, the platform economy, which primarily ensures the interaction of market participants, is gaining an increasing number of participants and is becoming more widespread in various industries: from trade to the hotel business and education.The article analyses the impact of the platform approach on the business model of the organization, namely, on the ability to create consumer value and deliver it to its customers, using the advantages of this approach. The ongoing transformation is more based on information technology, human capital, analytical decision-making tools, and business process flexibility. The paper also analyses the experience related to the implementation of the platforms in various countries and organizations.The study gives a possible business model of a platform organization and a University that has implemented platform solutions. The authors note that the mistakes made during the implementation of the platform are mostly due to the human factor: employees may not be ready for changes or are not technically educated enough. The indifference of managers also plays a role, because the risks arising from this are neutralized worse than others. To reduce the risks, the authors defined the directions of further research.
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Gallego Losada, Rocío. "critical analysis of the job instability in platform economy." Lex Social: Revista de Derechos Sociales 11, no. 2 (June 30, 2021): 122–44. http://dx.doi.org/10.46661/lexsocial.6045.
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This article reflects on the vulnerability of the new digital platform workers regarding their social rights, a highly controversial issue at the doctrinal and jurisprudential levels. Firstly, we analyse the greater job instability and lack of protection experienced by the workers in this type of platforms, and the labour legal framework that derives from these new business models. In this sense, the current doctrine can be grouped into two positions: a first one which defends that these workers should be considered employees and, therefore, remain under the umbrella of the general labour legislation; and a second one, that proposes a legal transformation to include these special workers. Secondly, we analyse the effects derived from the growing development of the platform economy for the Spanish Social Security system. This analysis focuses both on the effects of the protective action of the welfare state for their workers, as well as on its impact on the financing of the public pension system. The article draws a series of final conclusions warning about the possible crash of the fundamental social rights of platform workers.
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Langley, Paul, and Andrew Leyshon. "Platform capitalism: The intermediation and capitalization of digital economic circulation." Finance and Society 3, no. 1 (October 30, 2017): 11–31. http://dx.doi.org/10.2218/finsoc.v3i1.1936.
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A new form of digital economic circulation has emerged, wherein ideas, knowledge, labour and use rights for otherwise idle assets move between geographically distributed but connected and interactive online communities. Such circulation is apparent across a number of digital economic ecologies, including social media, online marketplaces, crowdsourcing, crowdfunding and other manifestations of the so-called ‘sharing economy’. Prevailing accounts deploy concepts such as ‘co-production’, ‘prosumption’ and ‘peer-to-peer’ to explain digital economic circulation as networked exchange relations characterised by their disintermediated, collaborative and democratising qualities. Building from the neologism of platform capitalism, we place ‘the platform’ – understood as a distinct mode of socio-technical intermediary and business arrangement that is incorporated into wider processes of capitalisation – at the centre of the critical analysis of digital economic circulation. To create multi-sided markets and coordinate network effects, platforms enrol users through a participatory economic culture and mobilise code and data analytics to compose immanent infrastructures. Platform intermediation is also nested in the ex-post construction of a replicable business model. Prioritising rapid up-scaling and extracting revenues from circulations and associated data trails, the model performs the structure of venture capital investment which capitalises on the potential of platforms to realise monopoly rents.
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Basile, Vincenzo, and Roberto Vona. "Sustainable and Circular Business Model for Oil & Gas Offshore Platform Decommissioning." International Journal of Business and Management 16, no. 10 (August 5, 2021): 1. http://dx.doi.org/10.5539/ijbm.v16n10p1.
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In recent years, the problem of decommissioning and recycling offshore platforms has become an increasingly complex issue for environmental, socio-economic and safety reasons. The decommissioning or sustainable conversion of offshore platforms in the broader context of the circular economy will lead to the acquisition of new technologies and increasingly change values and behaviours towards sustainability in line with new business models. It will also be a complex process as it will require new skills, transformative technologies and the ability to engage all stakeholders. The objective of this study are the Multi-Use Platforms at Sea (MUPS), which represents an interesting solution for the creation of marine areas where different economic and recreational activities can be launched and developed according to the needs of environmental protection (e.g. renewable energies, shellfish farming, decarbonization plants, tourism and recreation).The main research question was the following: "What is the sustainable and circular business model in the literature that can be best used to support the transformation and/or decommissioning of oil platforms?" In addition, "How can the above business model be applied to the case of a platform considering social and environmental impacts?" In the first phase, the research activity focused on a thorough review of the literature on offshore platform decommissioning and sustainable and circular business models. This allowed us to access the Sustainable Circular Business Model Canvas (SCBMC), a conceptual tool that presents a holistic view of the different multi-purpose management options and their social and environmental impacts. This tool could help oil and gas operators (and related industries) address platform mining issues. The methodology adopted was a qualitative analysis. To test the SCBMC, an empirical study was conducted with semi-structured questionnaires given to several stakeholders (including experts, professionals and academics) in the international decommissioning industry. In addition, broader desk research on global offshore case studies was conducted using information sources and secondary sources.
In future research, it may be useful to compare the SCBMC with the latest mainstream Circular Business Model (CBM) issues to better assess and quantify the environmental and social impacts of offshore platform decommissioning and to broaden the debate on this topic, considering economic indicators.
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Barratt, Tom, Caleb Goods, and Alex Veen. "‘I’m my own boss…’: Active intermediation and ‘entrepreneurial’ worker agency in the Australian gig-economy." Environment and Planning A: Economy and Space 52, no. 8 (March 24, 2020): 1643–61. http://dx.doi.org/10.1177/0308518x20914346.
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Platform firm in the gig-economy are disrupting work as a social practice, production systems and recasting capital-labour relations. This qualitative study examines worker agency in the Australian food-delivery sector; a segment where platforms actively intermediate both product and labour markets. Within this sector, worker agency poses a potential challenge to platform-organisations; however this study reveals how these platforms’ work organisation and market regulation constrain agency potential. Shaped by the work’s spatio-temporal features, organisational fixes and institutional context, it is shown how food-delivery workers, transiently attached to the labour market, predominantly engage in ‘entrepreneurial agency’ – a low-level agency expression aimed at materially improving individual conditions and aligning with, rather than challenging, platforms’ business models.
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Neghină, Ramona-Alexandra, Valentin-Andrei Mănescu, Mihaela-Rodica Ganciu, Dragoș-Georgian Ilie, and Gheorghe Militaru. "Online business networking experience research on ecommerce entrepreneurs." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 385–98. http://dx.doi.org/10.2478/picbe-2019-0034.
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Abstract In a globalized economy, marketing performance is needed in order to be competitive and also for being successful on the market. Currently entrepreneurs have access to a big variety of tools and also the increase of networking platforms can help ecommerce entrepreneurs to gather a lot of useful information and know-how for improving their businesses. Our main objective is to identify which are the most important needs of ecommerce entrepreneurs in order to communicate with other business owners activating in the ecommerce industry. The secondary objective is to identify what features an online networking platform should have, so it can become an important tool for growing the marketing performance of each member using the networking platform. The research was made using a focus group composed of 15 participants. All participants are business owners who manage at least one online store, selling goods in the local or international market for at least 3 years. The results of the qualitative research made, were that entrepreneurs who are trying to establish a new business partnership, use classical forms of communication, such as email, phone calls, meetings but they believe that online communication would be beneficial for their business because it can be less time consuming and more efficient for finding new business partners or relevant know-how. We discovered that entrepreneurs wish to learn from the practical experience of other business owners to improve the marketing performance through innovation and creativity. The research conducted has identified the key elements of a business networking platform for entrepreneurs. The main elements required include privacy, security, sharing relevant know-how and elements that can create an efficient collaborative environment. We also discovered that local entrepreneurs do not use or know a business networking platform that meets their demands and expectations for sustaining an effective business development.
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Klimek, Libor, and Rastislav Funta. "Data and E-commerce: An Economic Relationship." DANUBE 12, no. 1 (March 1, 2021): 33–44. http://dx.doi.org/10.2478/danb-2021-0003.
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Abstract In almost all sectors, online services play a much larger role than a few years ago. Data-driven platform models combine an ever greater degree of market power. The associated concentration effect leads to the displacement of medium-sized companies from the market. When looking at the large platforms of this new digital economy their success model is based almost exclusively on generating data and extracting economically useful information from this data. In relation to trading platforms, the use of data serves among other things to increase efficiency. The so-called data sharing offers numerous advantages that can be leveraged in connection with e-commerce platforms. Due to this, we will first take a closer look at e-commerce and the special economic characteristics of the business model of digital platforms (especially Amazon). The next chapter discusses the current legal framework and focus on the antitrust claims of retailers against online platforms. Then, we will deal with the legal-political approaches to the digital platform economy. The study concludes with various options for action which can be derived from the legal and economic explanations outlined in the previous chapters.
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Doherty, Michael, and Valentina Franca. "Solving the ‘Gig-saw’? Collective Rights and Platform Work." Industrial Law Journal 49, no. 3 (December 25, 2019): 352–76. http://dx.doi.org/10.1093/indlaw/dwz026.
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Abstract There are few topics in contemporary labour law scholarship that have generated more literature than work in the so-called ‘platform economy’. To date, much work has focussed on the question of defining the personal scope of the employment relationship and on the problems of using existing classifications of employment status in the context of work organised via platforms. This article seeks to address the much less-discussed issue of how collective bargaining may function in the ‘platform economy’, and the role of collective labour law actors, most notably the social partners. The article argues that, rather than focussing on individual employment status and litigation, it is by developing a regulatory framework supportive of, and that involves key stakeholders in, strong sectoral collective bargaining that work in the ‘platform economy’ can be adequately regulated to the benefit of workers, business and the State.
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Godin, Vladimir V., Andrey Dashkov, Alla V. Blinnikova, Anna Terekhova, and Olga Danilina. "New management technologies and digital business transformation." Personality & Society 1, no. 1 (May 26, 2020): 4–11. http://dx.doi.org/10.46502/issn.2712-8024/2020.1.1.
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The article considers the main roles of information technologies in the company: auxiliary, restructuring, and digital transformation. The restructuring role of information technologies is characterized by the formation of the electronic economy, the consumer economy, the emergence of strategic alliances, value-added communities and meta-markets, and other forms of economic and business organization with appropriate management. Information technologies of digital transformation provided the creation of an economy in the form of a cyber-physical system instead of interaction between the virtual and real parts of the world, which took the form of a platform economy, digital enterprises, industry 4.0, and similar phenomena. As a result of the transformative effects of information technologies on companies and the business environment, management tasks and technologies changed. The article analyzes the evolution of changes in companies, business environment and management. We consider disruptive technologies such as blockchain, Big Data, knowledge management, Agile, Scrum, Teaming, design thinking and their impact on company management.
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de Zeeuw, Daniël, and Marc Tuters. "Teh Internet Is Serious Business." Cultural Politics 16, no. 2 (July 1, 2020): 214–32. http://dx.doi.org/10.1215/17432197-8233406.
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At the fringes of an increasingly hegemonic platform economy, there exists another web of anonymous forums and image boards whose unique “mask culture” the article aims to deconstruct by tracing its roots in the cyber-separationist imaginary of early internet culture, in a way that can be seen to undermine the new “face culture” of social media platforms like Facebook. The practices that characterize this “deep vernacular web” are anti- and impersonal rather than personal, ephemeral and aleatory rather than persistent and predictable, collective rather than individual, stranger-rather than friend-oriented, and radically public and contagious rather than privatized, filtered, and contained. Characterized by its ephemerality and anonymity, and preoccupied with dissimulative identity play, memes, and trolling, the set of subcultural attitudes that characterizes this part of the web can be summarized by the ironic and intentionally misspelled phrase “Teh internet is serious business.” By exploring the vernacular significance of this saying and how it can be seen to articulate an oppositional attitude to the currently hegemonic platform culture, this article simultaneously aims to contribute to contemporary debates on the reactionary turn in internet culture associated with the global rise of the alt-right.
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Balute, August Anthony N., Mateo D. Macalaguing, and Dennis B. Gonzales. "A Cost Effective Sharepoint Platform Attendance Tracking System." Circulation in Computer Science 1, no. 2 (December 24, 2016): 8–13. http://dx.doi.org/10.22632/ccs-2016-251-32.
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The economy is made out of ventures and organizations. Economy has survived in light of the fact that the business pioneers had possessed the capacity to adjust to the changing times however development. Before whatever else individuals maintain their business physically, squandering time, cash and exertion. Information in paper are truly consuming physical room in the workplace; Data are effortlessly lost making misfortune the organizations. At the point when the paperless age came to be, a great deal of engineers made apparatuses that some overlooked how they can completely amplify it and relied on upon its default out of the container highlights. Once in a while that on the off chance that it doesn't address their issues they toss it out of the receptacle and by new programming to fit their business needs. This is the primary motivation behind why it turned out with this paper to show how a basic stockpiling site can be amplified and utilized for any business preferred standpoint and extending its capacity to meet our everyday needs.
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van der Vlist, Fernando N., and Anne Helmond. "How partners mediate platform power: Mapping business and data partnerships in the social media ecosystem." Big Data & Society 8, no. 1 (January 2021): 205395172110250. http://dx.doi.org/10.1177/20539517211025061.
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Social media platforms’ digital advertising revenues depend considerably on partnerships. Business partnerships are endemic and essential to the business of platforms, yet their role remains relatively underexplored in the literature on platformisation and platform power. This article considers the significance of partnerships in the social media ecosystem to better understand how industry platforms, and the infrastructure they build, mediate and shape platform power and governance. We argue that partners contribute to ‘platformisation’ through their collective development of business-to-business platform infrastructures. Specifically, we examine how partners have integrated social media platforms with what we call the audience economy – an exceptionally complex global and interconnected marketplace of intermediaries involved in the creation, commodification, analysis, and circulation of data audiences for purposes including but not limited to digital advertising and marketing. We determined which relationships are involved, which are exclusive or shared, and identified key ecosystem partners. Further, we found that partners build and integrate extensive infrastructures for data-sourcing and media distribution, surfacing infrastructural and strategic sources and locations, or ‘nodes’, of power in this ecosystem. The empirical findings thus highlight the significance of partnerships and partner integrations and draw attention to the powerful industry players and intermediaries that remain largely invisible.
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Partin, William Clyde. "Bit by (Twitch) Bit: “Platform Capture” and the Evolution of Digital Platforms." Social Media + Society 6, no. 3 (July 2020): 205630512093398. http://dx.doi.org/10.1177/2056305120933981.
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This article considers the history of donation management tools on the livestreaming platform Twitch. In particular, it details the technical and economic contexts that led to the development of Twitch Bits, a first-party donation management service introduced in 2016. Two contributions to research on the platformization of cultural production are made. One, this article expands the empirical record regarding Twitch by chronicling the role of viewer donations in livestreaming since 2010, as well as the many tools that have facilitated this practice. It is argued that this history traces the complex and co-productive interactions between Twitch as a sociotechnical architecture and a political economy. Two, by considering how the first-party donation tool Twitch Bits has gradually challenged the dominance of the third-party tools that preceded it, this article theorizes the notion of platform capture, a critical rereading of platform envelopment, a popular concept in business studies. Ultimately, it is argued that platform capture demonstrates how platform owners leverage power asymmetries over dependents to aid in their platform’s technical evolution.
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Grabher, Gernot, and Erwin van Tuijl. "Uber-production: From global networks to digital platforms." Environment and Planning A: Economy and Space 52, no. 5 (April 2, 2020): 1005–16. http://dx.doi.org/10.1177/0308518x20916507.
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Uber and Airbnb have advanced into emblematic cases in debates in which the new digital capitalism is framed in terms of the so-called sharing economy. While this strand of inquiry has produced a wealth of insights into the workings and impacts of peer-to-peer platforms, the digital transformation of business-to-business interactions has so far attracted less attention. The present Exchange confronts this challenge by juxtaposing platform conceptions with a pre-eminent framework to conceptualize business-to-business relations: global production networks (GPN). Specifically, this Exchange addresses challenges posed by the platform approach for the GPN framework in the four dimensions: value (from owning assets to granting access), governance (from make-or-buy to employ-or-enable), management (from back-end to front-end) and labour (from jobs to gigs).
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Blanutsa, V. "Development of a platform economy in Russia: possible negative consequences for the Siberian and Far Eastern regions." Transbaikal State University Journal 26, no. 9 (2020): 75–83. http://dx.doi.org/10.21209/2227-9245-2020-26-9-75-83.
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In the national project “Digital Economy of the Russian Federation” it is noted that the state will support the creation of leading platform companies. However, the project and numerous scientific comments on this project do not explain the possible socio-economic consequences of the development of the platform economy for certain groups of Russian regions. To develop regional development strategies, first of all, it is necessary to know the negative consequences. Therefore, the purpose of the study was to identify possible negative consequences of the platform economy development for the regions of the Siberian and Far Eastern Federal districts of Russia. The analysis of the global array of scientific publications on platform economics in comparison with the peculiarities of the socio-economic development of Siberia and the Far East has revealed five possible negative consequences: concentration of platform companies in the capital of Russia; polarization of the economic space; transformation of regional labour markets; increase in migration flows and chaotic spatial diffusion of innovations. Qualitative estimates were obtained for these consequences. Future products and services with ultra-low signal delay in 5G networks (Tactile Internet, holographic calls, etc.) were selected for a quantitative assessment. Calculations of the signal delay between 196 cities in Siberia and the Far East have showed that it will be possible to create six territorial digital platforms. The business ecosystems that can be created around these platforms can cover 52 cities. The rest of the cities will find themselves without access to new products and services. This will create a future digital inequality that will cover 260 times more people than the current inequality in access to 3G–4G networks. The results can be used to refine the national project
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Zanescu, Andrei, Marc Lajeunesse, and Martin French. "Speculating on Steam: Consumption in the gamblified platform ecosystem." Journal of Consumer Culture 21, no. 1 (February 2021): 34–51. http://dx.doi.org/10.1177/1469540521993928.
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The rise of platforms as the premier model of videogame distribution has led to a number of changes in the business models of producers and distributors. Consumers are constantly hailed by games platforms through freemium business models that offer cosmetic items contained in loot boxes or recurring subscriptions. Thus far, game studies and consumer studies have been unable to account for the totality of how these new and dynamic platforms circumvent legal barriers and attract potential consumers. This paper argues that a hybrid research model combining platform studies, socio-cultural critique of gamblification, and political economy is required in order to theorize and explicate how these platforms operate. The platformized and gamblified model for game distribution seeks to regulate and configure networks of association between consumers and producers with the ultimate aim of eliciting participation on platforms.
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Maika, M. Ruslianor. "MODEL EKONOMI BERBAGI “Mobile-SECO” (PLATFORM MULTI-SIDED MARKETS) SEBAGAI EKOSISTEM SOSIO-EKONOMI ISLAMI." IQTISHODUNA 12, no. 2 (January 10, 2017): 47–55. http://dx.doi.org/10.18860/iq.v12i2.3946.
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The most disruptive business model innovation of 21st century global market place is sharingeconomy. The value of sharing is indispensable to unlocking ambiguity, paradox and the uncertainty ofeconomy. Sharing economy by definition has to design socio-economic ecosystem between communitieswho share features of production. Sharing economy hold three core features: (1) digital platform, (2) access ofownership and (3) deeper social interaction. Mobile SECO will comes as a platform of multi-sided marketswhich aims to developers capturing value of socio-economic ecosystem. With that value, Mobile-SECO willhelps users and developer campaign the project to be shared with all of social media, that’s what we call Mini-Campaign Platform (MCP). Hopefully, Mobile-SECO will become a platform that can attract developers toimplement of fiqh muamalah as community service obligations.
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Maslennikov, V. V., Yu V. Lyandau, and I. A. Kalinina. "Developing the System of Digital Management of Organization." Vestnik of the Plekhanov Russian University of Economics, no. 6 (December 12, 2019): 116–23. http://dx.doi.org/10.21686/2413-2829-2019-6-116-123.
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Digitalization with methods of artificial intellect, computer technologies and digital platforms in Russian business and organization management today is becoming a reality. The article studies key components of the organization management system and their digital transformation. Transformation of management systems in digital economy implies their implementation on the digital platform. The authors underline such key elements of the management system as the object and subject of management. Such notions as vision, mission, goals, values of the organization, its managerial decisions, management processes, organizational structures management, mechanisms and technologies of management, strategy, activity regulations, indicators of activity estimation, risks were defined. The authors analyzed and presented different definitions of the notion ‘digital platform’, which were formulated by experts of MIT company, ‘Rostelecom’ and in the program ‘Digital Economy of the Russian Federation’. Digital transformation of the management system was described in detail, it includes introduction of digital doubles, designing digital strategy of organization development, digital risk management, making managerial decisions on-line. Company owners and managers can get information about business on-line by mobile devices and employees can see goals, indicators and objectives, their deadlines and final result. The article shows the efficiency of using the common digital platform ensuring implementation of the development strategy of the selected business-model and carrying out digital transformation of business.
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Strutynska, Iryna. "DIGITAL PLATFORM FOR DETERMINATION AND MONITORING OF THE DIGITAL TRANSFORMATION BUSSINESS BUSINESS STRUCTURE." Economic discourse, no. 4 (December 2019): 132–42. http://dx.doi.org/10.36742/2410-0919-2019-4-14.
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Introduction. The definition of the Digital Transformation Index for Business Structures is extremely relevant in terms of digitizing the global economy. A digital platform that would serve as an information base for domestic business entities will foster the creation of an appropriate eco-culture for digital maturity determination, create healthy competition between businesses to compare Index results, promote digital literacy for business owners and, accordingly, human capital organizations. Methods. The basic methods of research are based on general and empirical methods of economic science, based on a systematic approach. Modern JavaScript technologies have been used to design and implement the core functionality of the platform, namely React, an open JavaScript library to create user interfaces that addresses the problems of partially updating the content of a web page encountered in one-page application development. In addition, several assistive technologies and libraries were used: Firebase - to access the database; Chartist - to display graphs; Formik - to create forms; React-router - for web site navigation; Yup - for validation. Results. The substantiation of the need to design and develop a digital platform that would automate the process of data collection, processing and automatic determination of the Index of digital transformation of business structures were described in the article. The main blocks of the questionnaire are structured for the effective functioning of the questionnaire algorithm and data collection. The basic user requirements that the platform must meet are described. The main technologies and libraries that were used to develop the appropriate digital platform are characterised. Discussion. Future versions of the survey will reflect the findings with a large number of respondents. It is only when a large amount of data is received on the platform will apply cluster analysis techniques to group enterprises into appropriate clusters and make appropriate group recommendations. Keywords: digital transformation, digital platform, digital business transformation index, evaluation, result, recommendations.
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Kim, Song-Kyoo, and Chan Yeob Yeun. "A Versatile Queuing System For Sharing Economy Platform Operations." Mathematics 7, no. 11 (October 23, 2019): 1005. http://dx.doi.org/10.3390/math7111005.
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The paper deals with a sharing economy system with various management factors by using a bulk input G/M/1 type queuing model. The effective management of operating costs is vital for controlling the sharing economy platform and this research builds the theoretical background to understand the sharing economy business model. Analytically, the techniques include a classical Markov process of the single channel queueing system, semi-Markov process and semi-regenerative process. It uses the stochastic congruent properties to find the probability distribution of the number of contractors in the sharing economy platform. The obtained explicit formulas demonstrate the usage of functional for the main stochastic characteristics including sharing expenses due to over contracted resources and optimization of their objective function.
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Costello, John P., and Rebecca Walker Reczek. "Providers Versus Platforms: Marketing Communications in the Sharing Economy." Journal of Marketing 84, no. 6 (June 15, 2020): 22–38. http://dx.doi.org/10.1177/0022242920925038.
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Peer-to-peer (P2P) business models have become increasingly prevalent in the marketplace. However, little is known about what factors influence consumer perceptions of purchases from firms using these models. The authors propose that features inherent to the P2P model lead consumers to perceive high provider–firm independence, where providers are viewed as relatively independent from the platform on which they offer goods/services. Across a series of studies, the authors show that when P2P brands use provider-focused (vs. platform-focused) marketing communications, consumers perceive a purchase as helping an individual provider to a greater extent, which increases consumers’ willingness to pay and their likelihood of both making a purchase and downloading the brand’s app. This is because provider-focused marketing communications in this context lead consumers to think about their purchase from the provider’s perspective, thus adopting an “empathy lens.” The authors further show that this effect does not extend to other business models. This work thus identifies provider- (vs. platform-) focused marketing communications as a way for marketing managers of P2P brands to drive important purchase-related outcomes.
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Perren, Rebeca, and Robert V. Kozinets. "Lateral Exchange Markets: How Social Platforms Operate in a Networked Economy." Journal of Marketing 82, no. 1 (January 2018): 20–36. http://dx.doi.org/10.1509/jm.14.0250.
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Lateral exchange markets (LEMs) are sites of technologically intermediated exchange between actors occupying equivalent network positions. To develop an enriched understanding of these markets, the authors develop a more broad-based and differentiated understanding of peer-to-peer, sharing, and access-based markets. They focus on two key axes: the extent of (1) consociality and (2) platform intermediation. Drawing on these attributes, the authors theoretically deduce four ideal types—Forums, Enablers, Matchmakers, and Hubs. Each type provides value in a different way: Forums connect actors, Enablers equip actors, Matchmakers pair actors, and Hubs centralize exchange. Twenty organizational cases reveal insights into the failure, adaptation, and success of LEMs. Lateral exchange markets shift responsibility for personal and exchange security to relevant personal actors, to institutions, or to the governing algorithms of technology platforms. Extending the general proposition that sociality increasingly infuses market logics, the findings suggest a new frontier in which social resources and software platform algorithms interact as operand resources whose negative consequences (e.g., opportunism) require careful management through assurances and institutional arrangements matched to the type of LEM operation.
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Ipung, Haru Purnomo, and Amin Soetomo. "A Digital Economy Model for Talent Prediction Data Analytic." ICONIET PROCEEDING 2, no. 4 (February 14, 2019): 260–66. http://dx.doi.org/10.33555/iconiet.v2i4.44.
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This research proposed a model to assist the design of the associated data architecture and data analytic to support talent forecast in the current accelerating changes in economy, industry and business change due to the accelerating pace of technological change. The emerging and re-emerging economy model were available, such as Industrial revolution 4.0, platform economy, sharing economy and token economy. Those were driven by new business model and technology innovation. An increase capability of technology to automate more jobs will cause a shift in talent pool and workforce. New business model emerge as the availabilityand the cost effective emerging technology, and as a result of emerging or re-emerging economic models. Both, new business model and technology innovation, create new jobs and works that have not been existed decades ago. The future workers will be faced by jobs that may not exist today. A dynamics model of inter-correlation of economy, industry, business model and talent forecast were proposed. A collection of literature review were conducted to initially validate the model.
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Kolot, Anatoliy, and Oksana Herasymenko. "Digital transformation and new business models as determinants of formation of the economy of nontypical employment." Social and labour relations: theory and practice 10, no. 1 (September 14, 2020): 33–54. http://dx.doi.org/10.21511/slrtp.10(1).2020.06.
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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?
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Ferdian, Putu Aditya. "COMMUNITY DEVELOPMENT UMKM EKS LOKALISASI DOLLY MELALUI DIGITAL PLATFORM DALAM MENGHADAPI COVID-19." Jurnal Layanan Masyarakat (Journal of Public Services) 5, no. 1 (May 31, 2021): 221. http://dx.doi.org/10.20473/jlm.v5i1.2021.221-232.
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The closure of Dolly's localization in 2014 had a significant impact on the economy of the surrounding community. Where Dolly is known as the largest prostitution place in Southeast Asia, which is in Putat Jaya, Sawahan District, City of Surabaya. The solution that has been carried out by the Surabaya City Government is to provide training for MSMEs (Micro, Small and Medium Enterprises), in order to create economic growth and opportunities for new creative businesses in local society. To strengthen the MSMEs sector that has been initiated by the Surabaya City Government, our team wants to provide an added value to these MSMEs by carrying out capacity building and a touch of digital platforms to develop the community business sector. So, existing MSME products can be promoted according to the correct and appropriate techniques. This aims to create a creative economy that can be independent from localization activities and can survive the Covid-19 pandemic.
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Xu, Xun, and Chieh Lee. "Utilizing the platform economy effect through EWOM: Does the platform matter?" International Journal of Production Economics 227 (September 2020): 107663. http://dx.doi.org/10.1016/j.ijpe.2020.107663.
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