Uber used a disruptive business model driven by digital technology to trigger a ride-sharing revolution. The institutional sources of the company's platform ecosystem architecture were analyzed to explain this revolutionary change. Both an empirical analysis of a co-existing development trajectory with taxis and institutional enablers that helped to create Uber's platform ecosystem were analyzed. The analysis identified a correspondence with the "two-faced" nature of ICT that nurtures uncaptured GDP. This two-faced nature of ICT can be attributed to a virtuous cycle of decline in prices and an increase in the number of trips. We show that this cycle can be attributed to a self-propagating function that plays a vital role in the spinoff from traditional co-evolution to new co-evolution. Furthermore, we use the three mega-trends of ICT advancement, paradigm change and a shift in people's preferences to explain the secret of Uber's system success. All these noteworthy elements seem essential to a well-functioning platform ecosystem architecture, not only in transportation but also for other business institutions.Keywords: Ride-sharing revolution, ICT-driven disruptive business model, Uber's system success, Two-faced nature of ICT, Un-captured GDP The research leading to these results has received funding from the Strategic Research Council at the Academy of Finland under grant agreement no: 293446 -Platform Value Now: Value capturing in the fast emerging platform ecosystems. Platform Value Now will focus on understanding the fast emerging platform ecosystems, their value creation dynamics and requirements of the supportive institutional environment. We will analyze ecosystems with systems tools and develop new methods for platform-centric ecosystems management. Data collection is based on active scanning of global technology and platform ecosystems and fast solution oriented case experiments with Finnish corporations and policy planners. The aim of the project is to operationalize the collected understanding into a Platform Profile framework that will enable more efficient method and tool development for ecosystem management.2

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Co-evolution between streaming and live music leads a way to the sustainable growth of music industry-Lessons from the US experiences,

Many in the industry see the ride-sharing company Uber as the crown jewel of information and communication technology (ICT) particularly of the digital service platform and sharing economy. Uber has been exploring the new frontier of the ICT-driven disruptive business model (IDBM) and succeeded in its global expansion to over 479 cities in more than 75 countries worldwide in June of 2016.Such rapid expansion provides constructive insights regarding the significance of IDBM, not only in transportation but also in almost all other business fields. While at the same time Uber's legal battles in some cities around the world raise a serious question regarding the rationale of IDBM.In light of such a question, this paper examined the institutional sources contrasting success and failure in Uber's global expansion.By the comparative empirical analysis, it was identified that the contrast could be attributed to a bi-polarization nature of ICT-driven logistic growth, and the success can be attributed to a co-evolutionary acclimatization that harnesses the vigor of counterparts.This analysis suggests the significance of IDBM with a consolidated challenge to social demand (CCSD); it demonstrated that a co-evolutionary acclimatization played a transformative role in this accomplishment.

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