Research Highlights: Two-sided Internet platforms need to formulate two different value propositions -one for the end-user side (B2C) and one for the business side (B2B). In two-sided Internet platforms, end-users are part of the value proposition for business customers.  The business model and the marketing orientation (B2B or B2C) of a two-sided Internet Platform tend to evolve over time towards the B2B side. In two-sided Internet platforms, the monetization of the business model is "B2B oriented". 4 ABSTRACT Multi

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Purpose The purpose of this paper is to examine the explanatory power of existing theories of entrepreneurship. The authors find gaps and fragmentation and offer propose a different approach – a theory of entrepreneuring – a theory of practice. Design/methodology/approach This is a conceptual paper, but the authors draw heavily on the literature. They also offer examples of what the theory can offer. Findings Existing theory is good at explaining aspects of entrepreneurship. However, most theories are discipline bound and operate in silos. A theory of entrepreneurship practice can connect and bridge disciplines. Originality/value A theory of entrepreneurship as practice will not replace current theories. It will however complement them and thus be well suited to emerging economies.

Emerald allows authors to deposit their AAM under the Creative Commons Attribution Non-commercial International Licence 4.0 (CC BY-NC 4.0). To do this, the deposit must clearly state that the AAM is deposited under this licence and that any reuse is allowed in accordance with the terms outlined by the licence. To reuse the AAM for commercial purposes, permission should be sought by contacting permissions@emeraldinsight.com.For the sake of clarity, commercial usage would be considered as, but not limited to:• Copying or downloading AAMs for further distribution for a fee;• Any use of the AAM in conjunction with advertising;• Any use of the AAM by for promotional purposes by for-profit organisations;• Any use that would confer monetary reward, commercial gain or commercial exploitation. ABSTRACTPurpose: The purpose of this paper is to delineate the current state of the art of Sharing Economy research and practice. It provides a new framework to help managers and academics to consider this field with the right managerial and theoretical lenses. Design/Methodology/Approach: A systematic literature on the sharing economy was conducted, resulting in the analysis of 114 articles in the management literature. This was completed by the empirical investigations of business model and industry of 32 members of three national associations promoting sharing economy: Sharing Economy UK, Ireland, and Denmark. Findings: Papers dealing with SE themes focus on consumers' motivations, impact on the society, market, and policy, as well as the revenue model. SE businesses can be differentiated depending on whether their assets are new or re-used and the transaction is permanent or temporary. Based on this matrix, our study reveals four archetypes of sharing economy businesses: "On-Demand renters", "Lifecycle extenders", "Seller aggregators" and "Ephemeral matchmakers". Research limitation/implications: The paper outlines a significant gap between what is the current focus of the academic literature and the reality of sharing economy purposes and businesses. This provides goals for future research. Practical implications: The framework and clustering of business model archetypes may help managers and entrepreneurs dealing with sharing economy to better understand the underlying value drivers behind those business models. Originality/Value: There are some discrepancies between the SE themes emerging from the management literature and the business model diversity of SE companies. This research aims at helping scholars and managers to position themselves in the field.

An increasing number of businesses have adopted a platform business model. Platform companies such as Airbnb, Amazon, Facebook, Google, Salesforce and Uber are amongst the world's most valuable companies and have revolutionized their respective industries. But what are platforms? Is there a unique definition? How do they innovate, and what is their place in the innovation literature? This editorial article considers those questions. First, it provides an overview of platform definitions, their evolution, and increasing relevance in today's economy. Then, it presents and contextualizes the six papers of this special section that lie at the intersection of platforms and innovation literature streams. In doing so, a framework contextualizing the emerging concept of ‘Platform‐Driven Innovation’ is proposed. It shows how platforms may have very different roles in the innovation processes acting as Simplifiers, Catalyst or Enablers. Finally, this paper contains some suggestions on how future research may explore the intersection between innovation and platforms.