From collaborative community to competitive market: the quest to build a crowdsourcing platform for social innovation

Crowdsourcing presents new opportunities to generate social innovation. However, many crowdsourcing social innovation initiatives struggle with turning their promising projects into sustaining platforms. We studied how to design crowdsourcing platforms for social innovation by building and examining a platform called travel2change. We illustrate a framework of crowdsourcing platform building blocks based on the evolution of our case study from a collaborative community to a competitive market. Thriving platforms have a clear purpose, they facilitate value‐creating interactions for well‐understood actors and build a valid business model. The insights reveal design principles to guide organizations that seek to leverage crowdsourcing for social impact.     

Industry Platforms and Ecosystem Innovation

This paper brings together the recent literature on industry platforms and shows how it relates to managing innovation within and outside the firm as well as to dealing with technological and market disruptions and change over time. First, we identify distinct types of platforms. Our analysis of a wide range of industry examples suggests that there are two predominant types of platforms: internal or company‐specific platforms, and external or industry‐wide platforms. We define internal (company or product) platforms as a set of assets organized in a common structure from which a company can efficiently develop and produce a stream of derivative products. We define external (industry) platforms as products, services, or technologies that act as a foundation upon which external innovators, organized as an innovative business ecosystem, can develop their own complementary products, technologies, or services. Second, we summarize from the literature general propositions on the design, economics, and strategic management of platforms. Third, we review the case of Intel and other examples to illustrate the range of technological, strategic, and business challenges that platform leaders and their competitors face as markets and technologies evolve. Finally, we identify practices associated with effective platform leadership and avenues for future research to deepen our understanding of this important phenomenon and what firms can do to manage platform‐related competition and innovation.     

Complementors as connectors: managing open innovation around digital product platforms

In the digital age, open innovation is increasingly organized around platform ecosystems. This paper investigates how firms can coordinate open innovation as a platform strategy for the development of complementary products by independent third parties. We draw on a qualitative case study of Philips Hue – a connected lighting platform for consumers with its variety of complementary products. We identify three increasingly complex ways in which independent complements connect to a focal platform. Our findings show that managing these connections requires a hybrid open innovation approach that combines arm’s length coordination, with a large number of complementors through open interfaces, and intensive bilateral collaboration, with a selected number of partners. Our findings demonstrate that complex interconnections across digital platforms and products lead to the management challenge of navigating an ‘ecology of platforms’, which warrants future research.     

Negotiating innovation: product renewal as the outcome of a complex bargaining process

In this paper, it is argued that innovation can be the result of a repetitive, multi-actor negotiation process. We present the case of an environment-related product innovation in a large multinational company that emerged as the outcome of a complex interaction process in which numerous external and internal actors negotiated to safeguard their own interests. This negotiation perspective challenges conventional economic views of innovations, in which new products and processes are regarded as exogenous variables, the outcomes of deliberately planned research, or the combination of technology (pushing) and market (pulling) inducements. Instead, innovation may be a non-linear, unpredictable process that involves multiple actors with divergent interests and that leads to outcomes that are collectively acceptable but not necessarily (sub)optimal.     

The phoneless in the broadband age: A pilot study in Massachusetts

Questions about universal service continue to evolve as information and communication technology advances, bringing new platforms, services, and business models. Concerns about exclusion remain, particularly in times of transition to new technologies and platforms. While the universal service literature is rich in econometric studies that indicate the drivers of household telephone penetration, without qualitative data directly from those households that experience phonelessness, we cannot understand the causes well enough to design effective policy. This research explores why people are phoneless in the current environment of increased platform and business model choices. Particular focus is placed on understanding the relationship between new technology, platforms and business models and phonelessness. Data is obtained from surveys completed by approximately 100 individuals in Massachusetts who are currently without any voice connection, either landline or mobile, or have been sometime in the past ten years. The survey includes questions about different platforms and communication services in order to learn how they have led to phonelessness. The results of the pilot study show that the vast majority of phoneless households do not choose to be phoneless. The study also shows that the most frequent causes of phonelessness in this population are unemployment and unpredictable bills. Many instances of unpredictable bills leading to phonelessness occur with wireless service or bundled services but are the result of business models for service provision rather than the platforms themselves. Prepaid wireless service is a market-based solution that helps households prevent phonelessness by reducing unpredictability. Universal service policy for voice and broadband can better reduce exclusion with greater attention to business models and practices versus technologies and platforms, and increased emphasis on prepaid service to reduce unpredictability.     

Got milk? The impact of Heifer International’s livestock donation programs in Rwanda on nutritional outcomes

International animal donation programs have become an increasingly popular way for people living in developed countries to transfer resources to families living in developing countries. We evaluate the impact of Heifer International’s dairy cow and meat goat donation programs in Rwanda. We find that the program substantially increases dairy and meat consumption among Rwandan households who were given a dairy cow or a meat goat, respectively. We also find marginally statistically significant increases in weight-for-height z-scores and weight-for-age z-scores of about 0.4 standard deviations among children aged 0–5 years in households that were recipients of meat goats, and increases in height-for-age z-scores of about 0.5 standard deviations among children in households that received dairy cows. Our results suggest that increasing livestock ownership in developing countries may significantly increase consumption of nutrient dense animal-source foods and improve nutrition outcomes.     

Data portability effects on data-driven innovation of online platforms: Analyzing Spotify

The EU General Data Protection Regulation (GDPR) introduces a new right to data portability, which allows users to move their personal data to other platforms, potentially affecting competition between rival platforms offering similar (homogeneous/substitute) products or services within the European Union. However, it is still unclear what effects this new regulation could have on competition and, consequently, on innovation in digital markets. Therefore, this paper analyzes the effect of data portability driven by competition on the data-driven innovation response of online platforms such as Spotify, Google, and Facebook.We conduct an empirical analysis of Spotify, which is an online platform facing competition within the EU, and perform a comparison between data portability to number portability of the telecommunication sector to predict the future impact of the new regulation. Finally, we compare the observations on Spotify with Facebook and Google, which are companies in winner-takes-all markets.We argue that online platforms like Spotify, which face competition within the EU, will invest in two forms of data-driven innovation due to the effect of data portability. These types are ‘exploitation-innovation,’ by improving the existing technology, and ‘exploration-innovation’ by developing new technology. In ‘exploitation-innovation,’ firms, like Spotify, will increase investments in data-driven innovation to enhance users' engagement and retention to avoid churn. In ‘exploration-innovation,’ these firms will invest in data-driven innovation to develop new algorithms to include data from customers acquired from their competitors. On the contrary, online platforms, like Facebook or Google, which do not face real competition, will not have a substantial need to invest in data-driven innovation solely due to data portability.     

How and when social media affects innovation in start-ups. A moderated mediation model

Despite social media's increasing use in industrial markets to foster business outcomes, empirical evidence on its use among firms collaborating for innovation is equivocal. Using data from 1769 Australian start-ups, we examine how and under what conditions social media influences innovation outcomes.Our results demonstrate that social media has a significant positive impact on start-ups' innovation outcomes. We also find that managerial learning from start-up networks mediate the relationship between social media and innovation. In addition, market and technological dynamism moderate positively the effect of social media on innovation, such that the effect is stronger when environments are dynamic. While market dynamism also moderates the indirect effect of social media on innovation via managerial learning from start-up networks, in technologically stable environments managerial learning from network actors mediate the social media-innovation relationship.The study contributes to innovation network research by providing large scale quantitative evidence, delineating the process by which entrepreneurs use social media and managerial learning from network actors to innovate, and the contingent role of environmental dynamism. In doing so, we present a moderated mediation analysis leading to a more fine-grained understanding of how and under what conditions social media influences innovation outcomes in start-ups.     

Multi-sided platforms in B2B contexts: The role of affiliation costs and interdependencies in adoption decisions

Multi-sided platforms, enabling interactions between different user sides, hold an important place in the contemporary economy. Current literature, focusing on established and successful platforms, has neglected to study B2B multi-sided platform adoption mechanisms. In this article, we analyze these mechanisms by investigating the case of dematerialization platforms for B2B transactions between the multiple actors involved in public works contracts. Various qualitative materials, including 28 semi-structured interviews, were gathered over a thirty-month period. Adopting a business user perspective, this study contributes to the literature on multi-sided platforms in various ways. We show that platform adoption, in project-based B2B contexts, is mainly constrained by a high level of affiliation costs and the existence of tight-interdependencies between users' activities at project level. Thus, a consecutive adoption path would result in negative cross-group network externalities and undermine the platform's attractiveness. Conversely, a concurrent adoption path would activate positive network externalities and encourage platform adoption decisions.     

Supply chains and economic development: Insights from the Indian dairy sector

With almost three quarters of the labor force depending on agriculture in India, kick-starting agricultural growth is considered crucial for pro-poor development. More specifically, dairy production – which is labor-intensive but does not heavily rely on access to land – is generally expected to offer better prospects for income growth to the poorest among rural households. However, most policies aimed at increasing dairy production are based on ad hoc observations, with hardly any micro-level evidence. Using a unique primary dataset on 1000 rural households in Andhra Pradesh, this paper investigates the dairy production system, addressing three main research questions: First, we look at the typical profile of a dairy farmer and we find that both family traditions in dairy and owning (even a small piece of) land play a role in determining participation in dairy – while land size does not matter. Second, we show that dairy production is strongly and positively associated with improvement in rural livelihoods, in terms of income per capita, but that this positive relation only holds for larger dairy farms. In a third step, we look at the determinants of farm growth and we find that households having higher shares of graded dairy animals have grown more after 2005.     

开放平台与所有权平台的竞争:网络效应与策略选择

开放平台（标准）的出现给所有权平台带来很大冲击，也给经济学家提出了挑战．这种免费的资源提供的动机何在？它对创新活动有何影响？它会如何影响市场竞争的结果？本文提供了一个分析开放平台和所有权平台（双寡）竞争的理论模型，在考虑网络效应以及所有权平台拥有者的兼容策略选择等情形下。分析了不同平台的目标和均衡策略选择。在此基础上。我们还拓展分析了社会对不同产业结构（开放＋所有权VS所有权＋所有权）的选择激励．结果发现不同的参数设定会得到不同的结论。     

Social media and value co-creation in multi-stakeholder systems: A resource integration approach

This paper provides a theoretical framework of multi-stakeholder systems to explain value co-creation through the contextual means of actor-to-actor (A2A) interactions. In applying the A2A model, we explicate the resources provided by three actors in particular – customer, firm and social media platform in co-creating value via resource integration. The resources afforded by social media platforms positions these actors as “systems resource integrators” in both B2B (business-to-business) and B2C (business-to-consumer) contexts. The role of social media platforms as systems resource integrators is to provide a technological platform that exposes its modular resources to facilitate higher order resource formations through the active participation of non-intermediary actors (i.e. customers and firms); which otherwise limits the ability of firms and customers to realize their optimal value co-creation potential.Six propositions are derived from the conceptual framework provided in this paper. Through the higher order resource formation analogy underpinning the discussion in this paper, we argue the significance of understanding the qualities of social media resources for managers to facilitate more efficient resource configurations in the creation, transformation and renewal of resources via resource integration in actor interactions. The paper concludes with the strategic implications of the conceptual framework provided and future research directions.     

Achievements and challenges of innovation co-production support initiatives in the Australian and Dutch dairy sectors: A comparative study

Policymakers and innovation scholars share an increasing interest in how to operationalize innovation support given the increasing number and range of stakeholders engaged in co-producing innovation. Using comparative case study analysis, this article examines support initiatives for dairy sector innovation in The Netherlands and Australia, addressing common challenges such as environmental issues, cattle health, new technology, and human resources. To this end, a review was conducted of documented information and articles published on the initiatives. The qualitative analysis focused on how the co-production process was supported and the achievements and challenges associated with each case. Across both countries and between different initiatives, the main achievements were found to be the generation of very different ideas addressing dairy sector challenges and attempting to bridge public and private sector interests. The main challenges included maintaining effort and momentum for high ambition targets and the potential for duplication as stakeholders became enrolled in different initiatives sponsored by different organizations in an increasingly devolved institutional setting. Furthermore, without strong institutional support for innovation co-production processes, individual actors were less able to operate effectively in innovation co-production roles. It is concluded that dairy sector innovation policies should address institutional constraints (e.g. provision of leadership and rewards for involvement in co-production processes), recognize that facilitation of innovation co-production needs to be adequately resourced, enhance support for initiative coordination to avoid duplication of effort, and take into account the specific institutional setting of countries and sectors to guide the design of innovation co-production support initiatives.     

Managing platform architectures and manufacturing processes for nonassembled products

The article presents methods for defining product platforms and measuring business performance in process intensive industries. We first show how process intensive product platforms can be defined using the products and processes of a film manufacturer. We then present an empirical method for understanding the dynamics of process intensive platform innovation, allocating engineering and sales data to specific platform and product development efforts within a product family. We applied this method to a major product line of a materials manufacturer. We gathered ten years of engineering and manufacturing cost data and allocated these to successive platforms and products, and then generated R&D performance measures. These data show the dynamic of heavy capital spending relative to product engineering as one might expect in a process intensive industries. The data also show how derivative products can be leveraged from underlying product platforms and processes for nonassembled products. Embedded within these data are strategies for creating reusable subsystems (comprising components, materials, etc.) and common production processes. Hard data on the degree to which subsystems and processes are shared across different products frequently are typically not maintained by corporations for the duration needed to understand the dynamics of evolving product families. For this reason, we developed and applied a second method to assess the degree of reuse of subsystems and processes. This method asks engineering managers to provide subjective ratings on an ordinal scale regarding the use of technology and processes from one product to the next in a cumulative manner. We find that high levels of reuse generally indicate that a product family was developed with a platform discipline. We applied this measure of platform intensity to two product lines of integrated circuits from another large manufacturer. We used this method to gather approximately ten years of information for each product family. Upon analysis, one product family showed substantial platform discipline, emphasizing a common architecture and processes across specific products within the product line. The other product family was developed with significantly less sharing and reuse of architecture, components, and processes. We then found that the platform centric product family outperformed the latter along a number of performance dimensions over the course of the decade under examination.     

Dynamics of contention in the gig economy: Rage against the platform,customer or state?

Protest in the gig economy has taken many forms and targets (platforms, customers and state officials). However, researchers are yet to adequately account for this diversity. We use a European survey of Upwork and PeoplePerHour platform workers to investigate worker orientation towards different forms of protest. Results reveal that worker anger, dependence and digital communication shape contention in the remote gig economy. Support for collective organisation is associated with anger at platforms as well as their dependence on the platform and communication with other workers. Individual action against clients is associated with anger and communication but not dependence. Support for state regulation is associated only with anger but not dependence or communication. We conclude that the relational approach entailed by Mobilisation Theory can aid explanation in the gig economy by shedding light on the dynamic process by which solidarity and dependence alter the perceived cost/benefits of particular remedies to injustice.     

Milking the data: Measuring milk off-take in extensive livestock systems. Experimental evidence from Niger

Milk is an important source of cash and nutrients for many households in developing countries. Yet, our understanding of the role of dairy production in livelihoods and nutritional outcomes is hindered by the lack of decent quality household survey data. Data on milk off-take for human consumption are difficult to collect in household surveys for a number of reasons which make accurate recall challenging for the respondent (continuous production and seasonality among others), introducing possibly severe biases in the computation of full household incomes and farm sales, as well as in the estimation of the contribution of livestock (specifically dairy) production to agricultural value added and the livelihoods of rural households.This paper presents results from a validation exercise implemented in Niger, where alternative survey instruments based on recall methods were administered to randomly selected households, and compared to a 12-month system of physical monitoring and recording of milk production. The results of the exercise show that reasonably accurate estimates via recall methods are possible, and provide a clear ranking of questionnaire design options that can inform future survey operations.     

Developing and leveraging platforms in a traditional industry: An orchestration and co-creation perspective

In the current fast-changing and digitalizing world, ever more firms active in traditional industries are transforming themselves into ‘Smart Factories’. Within their value chains, manufacturers are shifting from working at arm's length with other firms, to creating integrated platforms. These are composed of co-creating and collaborating actors. Even though the opportunities and competitive advantages of platforms for industrial applications have been proven, insights in the lead actors' efforts to ensure co-evolution of the platform and the platform actors' contributions to value co-creation are scarce. That way, the full potential of collaborative firm settings might not be realized. Addressing this gap, we explore through a multiple case study how manufacturers in the traditional Chinese textile industry gradually adopt a platform-based logic. This results in an integrative framework unfolding the lead actor's orchestration capabilities to ensure co-evolution, and the prerequisites for value co-creation in a platform. As such, we adapt and extend the co-evolution concept mostly examined in a dyadic setting to a multiple actors' logic and answer calls for additional research on the micro-foundations of value co-creation in platforms.     

Heuristics in customer‐supplier interaction

In customer-supplier relationships individuals representing respective companies interact to solve a number of adaptive problems and how the relationships will develop depends on the solutions they jointly devise. Their interactive meetings are characterized by conditions of limited time, information, and processing capacity that render extensive information gathering and analytical cognitive elaboration impracticable and lead the individual actors to adopt behaviors based on rules and heuristics. In this paper, we review the extant literature on heuristics in management and present the findings of an exploratory study on the use of heuristics in interactions in customer-supplier relationships. We found that preparing for meetings and during them actors use six sets of heuristics. Heuristics used in interaction during the meetings concern the degree of adaptation to the specific counterpart, how to react to unexpected developments, and a general code of conduct. In preparing for meetings, heuristics are used to define the information to collect, its sources, and how to use it. Our study suggests heuristics used are personal, originate in both organizational norms and personal experience, and are seldom shared with others.     

Network orchestration for value platform development

The traditional firm and product-centric view of platforms is changing. Platforms are increasingly developed around value that is co-created with a network of actors. In such settings, lead firms shape their environments and develop value platforms through network orchestration. This study examines how lead firms mobilize network relationships to support and build novel value platforms. The research adopts a multiple case study methodology, investigating the development of six value platforms in network settings within Europe. A large-scale interview program over several years was conducted. The findings unravel practices constituting four overarching network orchestration mechanisms in the value platform development context; envisioning, inducing innovativeness, legitimizing, and adjusting. The study explains the relationships and interplay between the orchestration mechanisms and articulates theoretical and managerial contributions.     

Supplier-customer engagement for collaborative innovation using video conferencing: A study of SMEs

Co-creation of innovation, as transcending perspective of marketing, is of growing interest in recent years. Developing new products through collaboration is recognised as beneficial to suppliers as well as customers. Businesses face challenges as to how to build and develop close and long-lasting collaborative relationships for innovation success. Owners/managers need to know about which platform to use appropriate for different engagement aspects in the relationship development. The advancement in virtual technology may offer new platforms in enabling customer engagement apart from traditional platforms. This study explores how suppliers and customers are engaged in videoconferencing in their engagement processes in collaborative innovation. Based on an empirical study of in-depth interviews with seventeen owners/managers in biotech SMEs (Small and Medium Sized Enterprise), from a supplier's perspective it reveals that the engagement is processual and has two dimensions for the successful collaborative relationships. Videoconferencing is a platform for engagement when distance is a barrier, it's used in both dimensions of the engagement, and to facilitate cognition and support affect which help form and cement trusting relationships. The authors explain the process of videoconferencing engagement by a ladder of engagement model through social networking theory in building and applying social capital.