dc.contributor.author | Andersson, Olivia | |
dc.contributor.author | Pettersson, Linnéa | |
dc.date.accessioned | 2022-08-04T12:10:13Z | |
dc.date.available | 2022-08-04T12:10:13Z | |
dc.date.issued | 2022-08-04 | |
dc.identifier.uri | https://hdl.handle.net/2077/73213 | |
dc.description.abstract | The emergence of digital technologies has altered new opportunities and profoundly changed
how organisations are structured and operate, giving rise to the platform paradigm. In a
rapidly changing environment, platforms can quickly respond to new conditions and
significantly increase customer value. Therefore, it is not a question of if but when to
incorporate a platform into every organisation. The scholarly society is successively moving
from platforms as things to platformisation as a process. However, there is a discrepancy
between theory and practice concerning platformisation. The literature lacks a general
framework for organisations to utilise when transforming their businesses. Hence, the
purpose of this study is to examine key success factors, challenges and strategies of
platformisation to ameliorate the gap between what is written and what is done. The study
combines the trajectories to investigate how organisations can adopt a platform business
model in a B2C context.
The study adopts a qualitative research strategy with an abductive approach to enable an
in-depth elucidation and understanding of the phenomenon. Existing theory is, therefore, used
as a springboard. It is a multiple-case study with elements of cross-sectional design. A
literature review and semi-structured interviews investigate relationships between variables
and variation across multiple cases. The empirical findings are compared with the literature
using thematic analysis.
The findings showcase six key success factors, five challenges and 10 strategies of
platformisation. The identified variables are interlinked in a framework to provide guidelines
for organisations adopting a platform business model. The study adds an overview to existing
literature that incorporates practical findings into theory. It contributes with a framework of
key connections for platform owners to recognise when exploring or exploiting a platform
business model. Hence, the study may help spur platform performance. | en_US |
dc.language.iso | eng | en_US |
dc.relation.ispartofseries | 2022:51 | en_US |
dc.subject | Business transformation | en_US |
dc.subject | challenges | en_US |
dc.subject | digital transformation | en_US |
dc.subject | key success factors | en_US |
dc.subject | platform | en_US |
dc.subject | platform business model | en_US |
dc.subject | platform economy | en_US |
dc.subject | platformisation | en_US |
dc.subject | platform strategies | en_US |
dc.title | Platformisation - An exploratory study on how organisations can adopt a platform business model | en_US |
dc.type | Text | |
dc.setspec.uppsok | SocialBehaviourLaw | |
dc.type.uppsok | H2 | |
dc.contributor.department | University of Gothenburg/Graduate School | eng |
dc.contributor.department | Göteborgs universitet/Graduate School | swe |
dc.type.degree | Master 2-years | |