1,721,101 research outputs found
Entrepreneurial dynamics in two-sided platforms: the influence of sides in the case of Friendz
Full text linkPurpose: Two or multi-sided platforms - defined as those companies that aim to connect two or more groups of customers leveraging the opportunities provided by indirect network externalities – got massive attention from both scholars and practitioners over the last decade. Entrepreneurship scholars mainly focused on the platform's ability to enable entrepreneurial ventures for the complementors' side, exploring the network-centric view. This study aims to expand it by exploring the broader influence that sides can have on the platform provider's entrepreneurial decisions over time, during the evolution of the two-sided platform. Design/methodology/approach: The study is based on a longitudinal single case study developed over five years. The research presents the born and evolution of Friendz, an Italian two-sided platform. Findings: The research presents a four-phases evolution process that shows how the entrepreneurs may first leverage an existing platform to develop a new venture and then develop his/her own two-sided platform. In this latter phase, the findings show how the sides may actually influence the platform provider's entrepreneurial decisions, both in terms of value proposition design, but also regarding the creation of new ventures. Research limitations/implications: The study contributes to the two-sided platform literature highlighting new evolutionary paths that expand current literature and highlight the doubling platform approach. Moreover, it contributes to the entrepreneurship literature offering a novel perspective on the entrepreneurial dynamics in two-sided platforms by re-balancing the power between the platform provider and the sides within the double network-centric view. Practical implications: From a practitioners' perspective, this study offers an evolutionary path and specific tactics related to the evolution of an entrepreneurial venture based on a two-sided platforms that may inspire entrepreneurs working on two-sided platforms on how to use existing platforms and on the management of sides and the value propositions used to target them. Originality/value: This study takes a novel perspective at the intersection between platforms and entrepreneurship literature streams, exploring the power that sides have over the platform provider in shaping the platform's entrepreneurial evolution. In doing so, it proposes a double network view on two-sided platforms and highlights three network-related tensions that can guide the evolution of the two-sided platforms
Agile-as-a-tool and agile-as-a-culture: a comprehensive review of agile approaches adopting contingency and configuration theories
Full text linkToday’s world requires new approaches to innovation that leverage continuous test- ing and pivoting. Speed and the ability to respond to exogenous shocks are becoming increasingly important in both theory and practice. Following the introduction of the Agile Manifesto in 2001, a wide range of industries have adopted agile approaches, which differ from other ways of managing innovation projects by promoting flex- ibility and the rapid development of new solutions. Despite the proliferation of agile approaches across industries, the literature lacks a systematic understanding of their underlying elements. Therefore, we conduct a systematic literature review using a text mining technique to longitudinally explore the evolutionary dynamics of the field. Analyzing the results through the dichotomous lens of contingency and con- figuration theories, we show that the agile literature can be systematized into two perspectives: agile-as-a-tool in the contingency perspective, and agile-as-a-culture in the configuration perspective. Our review reveals underexplored intersections in the field of innovation and provides interesting insights into these two perspectives. We also propose a research agenda to shed light on these emerging perspectives in the agile innovation and management literature
Non-profit and hybrid organizations as multi-sided platforms: insights from the analysis of sustainability models
Full text linkEuropean Journal of Innovation Management
Vol. 27 No. 9, 2024
pp. 384-407
Emerald Publishing Limited 1460-1060
DOI 10.1108/EJIM-08-2023-0641
Purpose – This study investigates the sustainability models of non-profit and hybrid organizations, which aim to balance economic, social and environmental objectives. The research introduces the Sustainability Model Canvas to analyze these organizations and identify common patterns, unique characteristics and managerial insights to balance the triple bottom line.
Design/methodology/approach – The research utilizes the Sustainability Model Canvas to examine the sustainability models of 200 non-profit and hybrid organizations. Data were collected from secondary sources, including articles, reports and websites. The analysis was conducted using the activity system theoretical framework, which helped to identify design elements and themes within the business models of the studied organizations. Findings – The study reveals four primary sustainability model patterns: donated income, earned income, public income and auto-generated income. An additional mixed approach pattern is identified, combining elements from the four primary patterns. The research highlights the parallels between these sustainability models and multi-sided platform business models, offering managerial suggestions for leveraging these patterns to achieve sustainability.
Research limitations/implications – The study is based on secondary data, which may limit the depth of insights compared to primary data collection. At the same time, the chance to consider hybrid organization through multi-sided platform lenses provides relevant contributions to both the literature streams. Practical implications – The identified sustainability model patterns and managerial suggestions can serve as blueprints for non-profit and hybrid organizations aiming to design or innovate their sustainability models. The Sustainability Model Canvas offers a practical tool for organizations to visualize and balance their triple bottom line objectives.
Social implications – The research underscores the importance of integrating social and environmental considerations into business models, promoting a holistic approach to sustainability that can lead to broader social and environmental benefits.
Originality/value – This research contributes to the business model literature by extending the focus beyond traditional profit-oriented organizations to include non-profit and hybrid organizations. The introduction of the Sustainability Model Canvas provides a new tool for designing and analyzing sustainability-oriented business models. The study also suggests considering sustainability models as multi-sided platforms, offering new insights for both academic and practical applications
The battle of superheroes: the rise of the knowledge platform strategy in the movie industry
Full text linkPurpose – Over the past years – because of the huge impact of companies such as Airbnb and Uber – the concept of the platform became extremely popular in the business world. Still, the concept of the platform has been evolving for a long time in the management field, from internal platforms (like the famous case of Sony Walkman) to industry-wide platforms (like the case of computers with external software developers), up to transaction and two or multi-sided platforms (such as Airbnb and all the companies with a similar business model). Platforms are often considered disruptors in several industries, from accommodations to mobility to entertainment. Still, the disruptors in the creative world usually deal with the way in which they distribute content (Netflix or Spotify), rather than with the content itself. The purpose of this paper is to understand if and how platforms trategies can also be used in the creative industries.
Design/methodology/approach – This paper digs into the movie industry, studying the three most successful Superheroes sagas of the past two decades as follows: the Marvel Cinematic Universe (MCU), DC Comics and X-Men using a narrative approach. The three sagas are studied through network analysis to understand their ‘‘platform approach’’.
Findings – The results show how platform strategies are relevant also in creative industries – defining the concept of ‘‘knowledge platform strategy’’ – and how they have a significant impact in terms of market performance. The MCU builds on a common knowledge through the various movies that enable the chance to rely on many of the platforms’ characteristics emerging from the literature.
Research limitations/implications – This research extends the concept of ‘‘platforms,’’ relying on the three kinds of platform defined in the managerial literature and introducing the ‘‘knowledge platform strategy’’ for creative industries. The main contribution is related to the extension of platforms in research fields where it has not been exploited. This opens up avenues for research both from a knowledge platform and creative industries perspectives.
Practical implications – Managers, working not only in creative industries but also in industries where a common knowledge basis may be leveraged to develop new products over time, may use the concept of ‘‘knowledge platform strategy’’ to rethink the new development process or knowledge management from a customer perspective.
Originality/value – This study explores a mature and relevant concept – the platforms – in a new filed, the creative industries using the case of Superheroes sagas, proposing a new perspective to explain the success of MCU while proposing a new platform strategy
Orthogonal two-sided markets: strategies and new opportunities through breakthrough innovations
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BlaBlaCar: Value creation on a digital platform
Full text linkFrom its humble origin in 2003, BlaBlaCar has become a preferred ride-sharing platform for the passengers across Europe. BlaBlaCar is an online marketplace that connects drivers and passengers and helps them share the costs of journeys. In so doing, it creates value for both sides of the platform. Drivers save money of the cost of the trip, and passengers get a low-cost option to reach their destination. The case follows the company from the inception to its growth and current challenges. The case helps the students in understanding the business of digital platforms as it relates to value creation for the customers, matching the value proposition for two sides, revenue and pricing strategies, and the crucial role of trust in sharing economy
Mastering hybrid worlds through digital leadership: The role of agility in fostering innovation
Full text linkWe live in a complex and hybrid world in which the digital and physical realms have never been so closely intertwined. Managerial practices are increasingly merging to give rise to more agile approaches that align with the world we inhabit. In this study, we explore the case of xFarm, a scaleup that has developed a unique form of digital leadership to manage the innovation process. This approach allows for the coexistence of both physical and digital dimensions. We identify the key drivers and specific practices that facilitate this hybrid approach. Digital leadership is thus defined as the ability to navigate such complexity and to adapt to the evolving needs of hybrid situations. This study offers three main takeaways that digital leaders can use to manage hybrid environments. These serve as reference points for setting a direction, while specific behaviors should be tailored to the particular field, in line with agile principles
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