Digital Platforms and Data-Driven Value Creation

• Authors: Marcin Jaworski

Abstracts

EN

Platforms, driven by digital technologies, enable companies to benefit from net-work effects and powerful ecosystems, providing economies of scale on the demand side in various industries. Platforms adopt different strategies to attract users and establish a sustainable business model, depending on the characteristics of the market in which they operate. They do not create value in themselves, it is the data that are the source of the value created, and the value itself is created at the end of the processing and their analysis. The purpose of the article is to synthesise knowledge about creating value based on data collected and used by digital platforms. To achieve the set goal, a method of analysing publications and source documents as well as sources available on websites was used. These data have value only when they are processed, analysed, and incorporated into the recommendation and prediction strategy. But they can contribute to this indirectly, facilitating access to markets and market spaces, generating revenue for members of the ecosystem, both partners and competitors and creating interconnections without which no transaction can take place. The article provides an academic viewpoint on the notion of digital platforms in the production of value, highlighting their ability to create novel insights and substantial implications for managerial strategies.

Keywords

EN

data management; digital data; digital platform

• Publisher: Politechnika Częstochowska
• Journal: Zeszyty Naukowe Politechniki Częstochowskiej. Zarządzanie
• Year: 2023
• Volume: 1
• Issue: 52
• Pages: 35-48

Dates

published

2023

Contributors

author

Marcin Jaworski

• University of Lodz, Faculty of Management

References

• Adner, R., Puranam, P., & Zhu, F. (2019). What Is Different About Digital Strategy? From Quantitative to Qualitative Change. Strategy Science, 4(4), 253-261. DOI: 10.1287/stsc.2019.0099 van Astyne, M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, Platforms, and the New Rules of Strategy. Harvard Business Review, 94, 16.
• Bacache-Beauvallet, M., & Bourreau, M. (2022). I / Définitions et typologies. In: M. Bacache-Beauvallet & M. Bourreau (Eds.), Économie des plateformes (pp. 13-28), La Découverte.
• Baldwin, C. Y., & Woodard, C. J. (2009). The Architecture of Platforms: A Unified View. In: A. Gawer (Ed.), Platforms. Markets and Innovation, Edward Elgar Publishing.
• Bange, C., & Derwisch, S. (2016). Building Data Products to Realise Data-Driven Business Models. http://blog-sap.com/analytics/2016/11/21/building-data-products-to-realise-data-driven -business-models.
• Brandenburger, A., & Nalebuff, B. (1996). Co-Opetition: A Revolution Mindset That Combines Competition and Cooperation. Harvard Business Press.
• Chesbrough, H. W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business Press.
• Choudary, S. P. (2015). Platform Scale: How an Emerging Business Model Helps Startups Build Large Empires with Minimum Investment. Platform Thinking Labs.
• Choudary, S. P. (2021). Platform Scale: For a Post-Pandemic World. Penguin Random House India Private Limited.
• Church, J., & Gandal, N. (1993). Complementary Network Externalities and Technological Adoption. International Journal of Industrial Organization, 11, 239-260.
• Church, J., Gandal, N., Krause, D., & Canada, B. (2008). Indirect Network Effects and Adoption Externalities. Review of Network Economics, 7(3), 337-358.
• Doligalski, T. (2015). Internet-Based Customer Value Management. Developing Customer Relationships Online. Springer. DOI: 10.1007/978-3-319-09855-5
• Essen, A., Frishammar, F., & Cenamor, J. (2023). Entering Non-Platformized Sectors: The Co-Evolution of Legitimacy Debates and Platform Business Models in Digital Health Care. Technovation, 121, 102597. DOI: 10.1016/j.technovation.2022.102597
• Evans, D. S., & Schmalensee, R. (2017). Multisided Platforms. In: Palgrave Macmillan (Ed.), The New Palgrave Dictionary of Economics (pp. 1-9). Palgrave Macmillan. DOI: 10.1057/978-1-349-95121-5_3069-1.A
• Eychenne, Y., & Strong, C. (2017). Chapitre 5. La plateforme digitale. In: Y. Eychenne & C. Strong (Eds.), Uberisez votre entreprise: Comment créer de la valeur avec les plateformes digitales? (pp. 61-85). Dunod.
• Gawer, A. (2021). Digital Platforms’ Boundaries: The Interplay of Firm Scope, Platform Sides, and Digital Interfaces. Long Range Planning, 54(5), 102045. DOI: 10.1016/j.lrp.2020.102045
• Gonzalez, C., Hure, E., & Picot-Coupey, K. (2012). Usages et valeurs des applications mobiles pour les consommateurs: quelles implications pour les distributeurs?. Colloque Etienne Thill.
• Gregory, R. W., Henfridsson, O., Kaganer, E., & Kyriakou, H. (2021). The Role of Artificial Intelligence and Data Network Effects for Creating User Value. Academy of Management Review, 46(3), 534-551. DOI: 10.5465/amr.2019.0178
• Hein, A., Weking, J., Schreieck, M., Wiesche, M., Böhm, M., & Krcmar, H. (2019). Value Co-Creation Practises in Business-to-Business Platform Ecosystems. Electronic Markets, 29(3), 503-518. DOI: 10.1007/s12525-019-00337-y
• Isaac, H. (2018). La donnée numérique, bien public ou instrument de profit. Pouvoirs, 164, 75-86. DOI: 10.3917/pouv.164.0075
• Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a Theory of Ecosystems. Strategic Management Journal, 39(8), 2255-2276. DOI: 10.1002/smj.2904
• Katz, M. L., & Shapiro, C. (1985). Network Externalities, Competition, and Compatibility. American Economic Review, 75(3), 424-440.
• Katz, M. L., & Shapiro, C. (1994). Systems Competition and Network Effects. Journal of Economic Perspectives, 8(2), 93-115. DOI: 10.1257/jep.8.2.93
• Liu, G., & Rong, K. (2015), The Nature of the Co-Evolutionary Process: Complex Product Development in the Mobile Computing Industry’s Business Ecosystem. Group & Organization Management, 40(6), 809-842. DOI: 10.1177/1059601115593830
• Lusch, R. F., & Nambisan, S. (2015). Service Innovation: A Service-Dominant Logic Perspective. MIS Quarterly, 39(1), 155-175. DOI: 10.25300/misq/2015/39.1.07
• Matutes, C., & Regibeau, P. (1988). “Mix and Match”: Product Compatibility without Network Externalities. The RAND Journal of Economics, 19(2), 221-234. DOI: 10.2307/2555701
• Mithas, S., Lee, M. R., Earley, S., Murugesan, S., & Djavanshir, R. (2013). Leveraging Big Data and Business Analytics. IT Professional, 15(6), 18-20. DOI: 10.1109/MITP.2013.95
• Moati, P. (2021). La plateformisation de la consommation: Peut-on encore contrerl 'ascension d'Amazon?. Gallimard.
• Moore, J. F. (1996), The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. John Wiley & Sons.
• Murthy, R. K., & Madhok, A. (2021). Platform Scope and Value Creation in Digital Platforms (December 22, 2021). IIM Bangalore Research Paper No. 653, DOI: 10.2139/ssrn.3991378
• Pais, S., Cordeiro, J., & Jamil, M. L. (2022). NLP-Based Platform as a Service: A Brief Review. Journal of Big Data, 9(54). DOI: 10.1186/s40537-022-00603-5
• Parker, G., Alstyne, M. W., & Choudary, S. P. (2016). Platform Revolution: How Networked Markets Are Transforming the Economy and How to Make Them Work for You. WW Norton & Company.
• Pastore-Reiss, E. (2013). Valeur partagée, partage des valeurs. Vraiment Durable, 4, 75-81. DOI: 10.3917/vdur.004.0075
• de Reuver, M., Sørensen, C., & Basole, R. C. (2018). The Digital Platform: A Research Agenda. Journal of Information Technology, 33(2), 124-135. DOI: 10.1057/s41265-016-00333-3
• Rochet, J.-C., & Tirole, J. (2003). Platform Competition in Two-Sided Markets. Journal of the European Economic Association, 1(4), 990-1029. DOI: 10.1162/154247603322493212
• Srnicek, N. (2019). Platform Capitalism (excerpts). Journal of Economic Sociology, 20(1), 72-82. DOI: 10.17323/1726-3247-2019-1-72-82
• Stremersch, S., Tellis, G. J., Hans Franses, P., Binken, J. L. (2007). Indirect Network Effects in New Product Growth. Journal of Marketing, 71, 52-74.
• Tajedin, H., Madhok, A., & Keyhani, M. (2019). A Theory of Digital Firm-Designed Markets: Defying Knowledge Constraints with Crowds and Marketplaces. Strategy Science, 4(4), 323-342. DOI: 10.1287/stsc.2019.0092
• Tiwana, A. (2014). Platform Ecosystems: Aligning Architecture, Governance, and Strategy. Elsevier, Morgan Kaufmann. DOI: 10.1016/C2012-0-06625-2
• Vaska, S., Massaro, M., Bagarotto, E., & Dal Mas, F. (2021). The Digital Transformation of Business Model Innovation: A Structured Literature Review. Frontiers in Psychology, 11, 3557. DOI: 10.3389/fpsyg.2020.539363
• Wareham, J., Fox, P. B., & Cano Giner, J. L. (2014). Technology Ecosystem Governance. Organization Science, 25(4), 1195-1215. DOI: 10.1287/orsc.2014.0895
• Zhao, Y., Delft, S., Morgan-Thomas, A., & Buck, T. (2020). The Evolution of Platform Business Models: Exploring Competitive Battles in the World of Platforms. Long Range Planning, 53(4), 101892. DOI: 10.1016/j.lrp.2019.101892
• Zhu, F., & Furr, N. (2016). Products to Platforms: Making the Leap. Harvard Business Review, 94(4), 72-78.

Identifiers

DOI

10.17512/znpcz.2023.4.03

Biblioteka Nauki

40621647