Strategies for Value Reconfiguration in Online Platforms

IF 6.3 2区管理学 Q1 BUSINESS

California Management Review Pub Date : 2023-09-27 DOI:10.1177/00081256231200656

Kuchi Sanchita, Sumeet Gupta

引用次数: 0

Abstract

Once scaled, online platforms reconfigure value to remain competitive. Reconfiguration in online platforms may take a different form than in pipelines, as online platforms are intermediaries that generate network effects among the sides they connect. They also face stiff competition from other spheres due to lower barriers to entry. Why and how do online platforms reconfigure value? By examining 13 Indian online platforms that have achieved a certain level of success (such as tipped markets, investor confidence, or profitability), this article offers four strategies for reconfiguring online platforms: enhance interactions, enhance capabilities, offer new services, and nurture new transactions.

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网络平台的价值重构策略

在线平台一旦扩大规模，就会重新配置价值以保持竞争力。在线平台的重新配置可能采取与管道不同的形式，因为在线平台是在其连接的双方之间产生网络效应的中介。由于进入门槛较低，它们还面临来自其他领域的激烈竞争。在线平台为何以及如何重新配置价值?通过对13个已经取得一定程度成功的印度在线平台(如倾斜市场、投资者信心或盈利能力)的研究，本文提出了重新配置在线平台的四种策略:加强互动、增强能力、提供新服务和培育新交易。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

California Management Review Multiple-

CiteScore

18.40

自引率

3.00%

发文量

期刊介绍： California Management Review (CMR) serves as a vital link between academia and management practice, offering leading-edge research with practical applications. Edited at UC Berkeley’s Haas School of Business, CMR covers a wide range of management topics, including innovation, strategy, sustainable practices, and human resources. CMR ranks among the top management journals globally, distributing articles through outlets like Harvard Business School Publishing and SAGE Publishing. Focused on bridging academia and practice, CMR ensures that all articles are based on rigorous academic research while providing actionable insights for managers. In addition to regular issues, CMR publishes special issues and sections on relevant topics, often guest-edited by leading faculty. Recent special issues have covered dynamic capabilities, city innovation, big data, and intellectual property management.