The stakeholder value proposition of digital platforms in an urban ecosystem

Carrasco-Farré, Carlos; Snihur, Yuliya; Berrone, Pascual; Ricart, Joan E.

doi:10.1016/j.respol.2022.104488

Cited by 33 publications

(15 citation statements)

References 85 publications

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“…On the other hand, these business models can also amplify negative externalities and evade government regulations (Garud et al, 2022). For instance, despite promises of more equitable and inclusive urban centers, Airbnb’s business model has, perhaps unwittingly, reinforced inequality and created neighborhood disruptions, as reflected by protests and political conflict in Barcelona and New York City (Carrasco-Farré et al, 2022). Yet this same business model has also enabled direct payment to Ukrainians by individuals who rent Airbnb properties in Ukraine, but do not intend to visit.…”

Section: Looking Forwardmentioning

confidence: 99%

Looking forward, looking back: Strategic organization and the business model concept

Snihur

Eisenhardt

2022

Strategic Organization

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In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first “look back” to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then “look forward” to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.

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Section: Looking Forwardmentioning

confidence: 99%

Looking forward, looking back: Strategic organization and the business model concept

Snihur

Eisenhardt

2022

Strategic Organization

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“…Issues ranging from emergent regulation, media scrutiny, and incumbent resistance in the target market may undermine the economic feasibility of a platform organization or impede the platform firm’s ability to carry out its strategy (Aversa, Huyghe, & Bonadio, 2021 ). They often compel platform firms to adapt private governance in better delivering a declared value proposition and realizing the promised social impact (Carrasco-Farré, Snihur, Berrone, & Ricart, 2022 ). Finally, general societal issues refer to those that emerge with the growth of the digital economy in general, and are not tied directly to a platform’s short-term operations, such as the grand challenges faced by society (Montiel, Cuervo-Cazurra, Park, Antolín-López, & Husted, 2021 ).…”

Section: Digital Platforms and Social Responsibilitymentioning

confidence: 99%

“…This is due to the discrepancy between the ecosystem-wide norms established and the host-country’s more advanced and sophisticated social expectations that may require specific social adaptation (Zhao, Park, & Zhou, 2014 ). ESR in this category may be responsive or strategic, depending on whether the platform can effectively internalize higher social standards into ecosystem-wide norms that condition transactions and interactions on the platform, such that social and business benefits can be integrated into a unified value proposition (Carrasco-Farré et al, 2022 ). For instance, Kiva, a global micro-finance platform linking developing-country borrowers with developed-country lenders, introduces a “social performance” badging program to encourage loan projects in areas that Kiva considers important, such as empowering women.…”

Section: Social Challenges For Multinational Platformsmentioning

confidence: 99%

Ecosystem social responsibility in international digital commerce

Chen

2022

J Int Bus Stud

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Despite the surge of interest in digital globalization, its social dimensions have received far less attention than deserved. The lack of conversation between the two prominent areas of IB research, digitalization, and corporate social responsibility, presents a valuable opportunity for extending the agenda Ioannou and Serafeim (J Int Bus Stud 43(9):834–864, 2012) pioneered a decade earlier. We briefly depict the organizational differences between multinational enterprises (MNEs) and multinational platforms (MNPs), followed by a closer look at how social responsibility of digital platforms might depart from our conventional understanding derived from MNEs. We then propose the notion of ecosystem social responsibility emphasizing social value co-creation before categorizing the main areas of social issues specific to MNPs. Based on these ideas, we derive several new insights into the social challenges faced by firms governing global platforms versus multidomestic platforms, respectively, as they serve international markets. Lastly, we discuss future research directions and, in particular, the implications for ecosystem sustainability.

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“…Second, we contribute to the emergent management literature that uses communities as their unit of analysis to explore sustainability-related issues. Previous work has focused on corporations (Berrone et al, 2016a; Marquis et al, 2013) such as banks (Almandoz, 2012), digital platforms (Carrasco-Farré et al, 2022), and nonprofits (Berrone et al, 2016a; Rousseau et al, 2019), but the role of governance as a suitable instrument to promote urban sustainability has remained in the background. By exploring SDG-related issues at the city level, we are able to offer more fine-grained recommendations for urban policymakers.…”

Section: Introductionmentioning

confidence: 99%

Where smart meets sustainability: The role of Smart Governance in achieving the Sustainable Development Goals in cities

Giuliodori¹,

Berrone

Ricart

2022

BRQ Business Research Quarterly

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Sustainable Development Goals (SDGs) seek to achieve economic, social, and environmental progress globally. However, trade-offs among these three pillars might occur, particularly in the context of cities. We argue that these trade-offs exist because the traditional factors of production for economic welfare are not always relevant to the other dimensions of city sustainability. Consequently, additional factors are needed to facilitate the progress of the 2030 agenda. We make a case for smart governance, a factor that we associate with the quality of governance. We explore these ideas by examining the economic, social, and environmental dimensions of 128 cities worldwide. Our results indicate that the traditional factors of production (labor, land, and capital) are positively associated with the economic dimension but weakly associated with the social and environmental dimensions. However, smart governance is positively associated with the various dimensions of urban sustainability. JEL CLASSIFICATION: Q01; Q28; Q53; Q56; O18; Z13

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The stakeholder value proposition of digital platforms in an urban ecosystem

Cited by 33 publications

References 85 publications

Looking forward, looking back: Strategic organization and the business model concept

Looking forward, looking back: Strategic organization and the business model concept

Ecosystem social responsibility in international digital commerce

Where smart meets sustainability: The role of Smart Governance in achieving the Sustainable Development Goals in cities

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