Designing a Multi‐Sided Platform business model assessment framework: a Dynamic Performance Management perspective

Abstract

The purpose of this research is to offer an assessment framework to validate multisided platform business models. For this aim, we propose a systemic perspective based on the dynamic performance management approach. This approach is particularly effective to make explicit the net of relationships between internal and external strategic resources, the value creation and capture drivers, and the way such drivers influence platform performances. The developed multisided platform business model assessment framework has been tested by using a success and a failure case, respectively, Airbnb and Take Eat Easy. Research originality results from the combination of multisided platform value creation/capture drivers and innovative approach like the dynamic performance management to assess platforms business models. Findings show that neglecting the role played by value creation and capture drivers and those cause‐and‐effect mechanisms aimed at leveraging critical internal and external strategic resources can lead to platform failure.

Multi-sided platforms in competitive B2B networks with varying governmental influence – a taxonomy of Port and Cargo Community System business models

“…Additionally, governmental stakeholders and their influence as well as the local boundedness of the platforms are not covered by Täuscher & Laudien ( 2018 ). Similarly, the framework designed by Bivona & Cosenz ( 2021 ) to assess the business models of multi-sided platforms is designed and tested only in a B2C context and is therefore not directly transferable to our context. Abendroth et al ( 2021 ) create a context-specific taxonomy on B2B co-creation platforms.…”

“…Distinctively, deeply involved governmental stakeholders, such as legislators, port authorities, customs and police departments exert strong influence on the platform and its members. Commonly, governmental influence is not considered in the context of MSP and marketplaces (Bivona & Cosenz, 2021 ; de Reuver et al, 2018 ; Täuscher & Laudien, 2018 ). Additionally, CS are locally bounded in that they only address the stakeholders of ports in one country or even only one singular port.…”

Platform-Based Business Ecosystems - A Framework for Description and Analysis

“…In theory, despite a growing number of research especially on multi-sided platforms [e.g. 19,20,13], the platform concept still lacks of a deeper theoretical foundation [cf. 21].…”

A multilevel, multi-mode framework for standardization in digital B2B platform eco-systems in international cargo transportation—A multiple case study

“…Additionally, we contribute towards a deeper understanding of sectoral differences in barriers and facilitators of digital platform assimilation (de Reuver et al, 2018 ), as we choose the port eco-system context where standards are becoming increasingly important due to multiple industries converging on digital platforms (van de Kaa et al, 2015 ; Wiegmann et al, 2017 ). Lastly, we add to the limited body of literature on platform eco-systems in B2B contexts (Hein et al, 2019 ; Loux et al, 2020 ), with the specialty of strong governmental influence which is still understudied (Bivona & Cosenz, 2021 ; de Reuver et al, 2018 ; Täuscher & Laudien, 2018 ).…”