Platform-based collaboration in digital ecosystems

Abstract

Organizations operating in a network require strong information technology support to successfully collaborate. In a business service network, the links between partners must enable quick connect and disconnect relationships, in order to harness market opportunities. Scholars claim that information technology platforms are necessary to enhance this quick connect capability and to transform business networks into digital ecosystems. However, the state of the art in inter-organizational collaboration relies on static collaboration patterns between individual partners, and current systems are engineered without interoperability in mind. In this study, we follow a design science approach to promote the concept of platform-based collaboration. More precisely, we propose an architecture for an inter-organizational platform that facilitates the provisioning of collaboration services. Furthermore, we present a prototype in the context of e-commerce as a means of evaluating the proposed design. We conclude that the platform approach is beneficial in achieving increased flexibility in business-to-business collaboration.

Fostering Visibility, Commitment and Trust on Digital Platforms: Insights into Personal Engagement Platforms from the DACH Region

“…In this review, we identified 20 design requirements for EP design. Based on these 20 requirements four design categories were derived that provide an overview of essential success factors for EP: (1) easing the entry, (2) identifying mutual problems and needs, (3) supporting value co-creation and (4) facilitating service innovation [15]. These categories address a number of activities and challenges already established in platform literature.…”

“…Consequently, EPs are supposed to establish processual and institutional structures that improve the exchange of services [5]. Activities and mechanisms to improve co-creation include: involving external actors and communities to improve the density of co-creation on EPs [5,23], coordinating of interaction, and providing freedom to (collaboratively) introduce new and improved offerings among heterogenous actors [2]. While the support of value co-creation in the service ecosystems that utilize EPs is essential [20], attracting and maintaining a critical mass of actors, relies on the ability to introduce new, as well as to improve the existing, offerings, and the overall service experience [8].…”

“…the improvement of the service experience) e.g. by establishing shared innovation processes [20] and providing co-design opportunities with customers and third parties is essential to the long-term success of EPs [2,5,39].…”

“…Based on a comprehensive literature review we derived four categories, namely (1) easing the entry, (2) identifying mutual needs and problems, (3) supporting co-creation, and (4) facilitating service innovation for successful EP design [13]. In the paper at hand, we further evaluate and advance our preceding research by conducting 14 semi-structured interviews with experts of EPs that offer personal or household-related services.…”

“…(1); Mutual Problem and Needs(2); Co-Creation (3) Service Innovation(4) • Convey trust through engaging labels, e.g. TÜV tested(1,4) • Define risk-based pricing and costs collaboratively(1,2) • Employ rules to prevent misconduct, e.g. netiquette(1,3) • Provide binding quality standards(1,2) • Verify actors through legal documents, e.g.…”