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This paper provides the specification of a platform for the management of mobile agents, and describes, using Mobile Unified Modeling Language (M‐UML), a mobile game application that uses the specified mobile platform. The specified platform considers the architectural guidelines described by the Foundation for Intelligent Physical Agents that allows the interoperability between agents running on different agent platforms. Our platform specifications provide the application developer with an application programming interface (API) that allows the launching of mobile agents with two optional features, security and fault‐tolerance. Using the platform’s APIs, new mobile games can then be efficiently developed and deployed on the Internet.

The development of mobile applications in multiple clouds environment is a complex task because of the lack of platform standards in cloud computing and mobile computing. The source code involves various proprietary programming libraries for different platforms. However, functionalities are inevitably changed over time, as well as the platform. Therefore, a great deal of development effort is required, when changes need to be made at functional and platform level. This paper aims to propose SIMON, a framework that eases complexity of the development to support software evolution.

SIMON shields the developer from the complexity of mobile and cloud platforms in the development of mobile applications in multiple clouds environment. The framework uses model of application design to automate the development and support execution of mobile applications in system environment that needs integration to the number of data sources located on multiple clouds. The framework is composed of prefabricated components that support function changeability and platform adaptability.

The framework is examined with the development of a sample application. After it is evaluated with scenarios that involve changing at functional and platform levels, the result shows significant reducing of the development effort by comparing with the other approaches.

The framework facilitates the implementation of mobile applications in the software system that involves integration to multiple clouds, and it supports software evolution with lesser development effort.

As an increasing number of users have acquired information across the web and mobile platforms for social question and answering (Q&A), it is of interest to explore whether there are differences in social Q&A usages between the two platforms. The purpose of this paper is to compare web and mobile platforms of a social Q&A service from the user’s perspective in terms of three dimensions, namely, demographics, individual-based constructs, and information-based constructs.

Because Zhihu.com is one of the most popular social Q&A sites in China, the authors used online questionnaires to investigate its users’ perceptions of these three dimensions. From January to March 2016, the authors obtained 278 valid responses in total through snowball and convenient sampling. Collected data are analyzed through descriptive statistics and inferential statistics.

The results indicate that there exist significant differences between web users and mobile users on Zhihu.com in terms of gender, affinity, and information seeking. More specifically, compared to the male users, more female users rely on the mobile platform to access the information service; mobile users perceive higher affinity with Zhihu.com than web users; and mobile users perceive higher information-seeking intention than web users do.

Regarding the theoretical aspect, this study proposes a conceptual framework for comparison between the web and mobile platforms of social Q&A from the user’s perspective. Regarding the practical aspect, the comparative results of this study could give social Q&A service providers useful information about users’ differences between web and mobile platforms of social Q&A services.

The purpose of this paper is to appraise the impact of mobile shopping platform characteristics on consumer’s emotions, the relationship between emotions and their impact on impulsive buying.

Mobile shopping platform characteristics were grouped into five dimensions: information, entertainment, personalization, visuality and economic benefits, and integrated in a model built on the Stimulus-organism-response theory to evaluate the influence on arousal (excitement) and pleasure, the relationship between arousal and pleasure and their impact on impulsive buying. In total, 303 valid questionnaires were collected from Chinese mobile shoppers. The research hypotheses were tested through confirmatory factor analysis and structural equation modeling.

Entertainment and personalization had significant positive influences on consumer’s arousal and pleasure. Information, visuality and economic benefits had significant positive influences on consumer’s arousal. Arousal had a significant positive impact on consumer’s pleasure. Arousal and pleasure had significant positive influences on impulsive buying.

New insights can be obtained by investigating other consumer’s profiles. The model can be improved by including other mobile platform characteristics (product availability, platform ease-of-use and interactivity) and broadening the impulsive buying perspective through assessing flow experience and virtual atmosphere.

Marketing strategies are proposed based on the mobile platform characteristics and considering Chinese customer values, for generating positive emotions and impulsive buying.

This study enriches the literature by recommending a classification for mobile shopping platform characteristics and proposing a model to investigate the characteristics, emotions and impulsive buying nexus.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

Platform-driven business models have witnessed a significant proliferation in emerging economies. Such initiatives bring cost-effective services to a larger section of the population, given the reach of mobile phones. Drawing insights from the institutional theory and theories on the multisided platform, this paper aims to examine the impact of institutional intervention and platform competition on the initial adoption and continuance intention of platform-based payment services.

The research model is empirically developed through a unique single-case study covering the high-value banknote demonetization in India that was initiated in November 2016. The research is primarily based on archival data and is supported by a limited number of interviews.

The research finds that institutional interventions (in multiple forms) have increased people’s eagerness to use mobile payment. Supportive institutional environment and common citizen’s increased eagerness for mobile payment usage resulted in the emergence of multiple mobile payment platforms. Moreover, competition among multiple payment platforms positively impacts the continuance intention of users to use mobile payments.

The research supplements the present understanding of the technology adoption challenges. The study highlights that the relative success of technology adoption cannot be attributed only to the users’ economic or technological motives, as embodied in the adoption models. Carefully designed interventions by the institutions can reduce users’ inertia in using new technology and positively influence the emergence of multiple platform-based service providers.

The purpose of this study is to explore the antecedents of consumers’ online review intention in e-commerce platforms from a unique perspective of consumer commitment and platform design. Meanwhile, for the dual-platform strategy, i.e. providing both the web and mobile platforms simultaneously, which is widely adopted in the industry but lacks theoretical concerns, this study aims to examine the differences that platform design influences consumer commitment, consequently contributing to online review intention, between the web and mobile contexts.

A cross-sectional online survey is employed, and a structural equation model-based approach is utilized to analyze the data collected from both the website-preferred consumers (N = 167) and the mobile app-preferred consumers (N = 247).

The results indicate that instrumental support design factors and socio-emotional support factors positively influence consumer commitment, which further affect online review intention positively. Furthermore, design factors in different use contexts generate different impacts, and consumer commitment generates a greater effect on online review intention in the mobile than in the web context. Empathy is found to be an important motivator of consumer commitment in both contexts.

To the best of the authors’ knowledge, as one of the first attempts to capture the differences in the relationship between platform design on consumer commitment and online review intention in different use contexts within the dual-platform e-commerce, this study provides insights for e-commerce platform managers and designers to promote consumer commitment and online review engagement by prioritizing the platform design.

This paper aims to examine how customers encounter consumption-based evolution between mobile and offline platforms together with temporal and crossover effects. Counter to research on customer satisfaction theory, which shows that satisfaction directly affects loyalty, the authors show that when shopping between mobile and offline platforms, customers differently evaluate loyalty compared to the traditional satisfaction and loyalty approach. Also, customers differently evaluate three types of service quality from online to offline (O2O) platforms and response dynamically to firm satisfaction and loyalty.

This study tests temporal, carryover and crossover effects using longitudinal data sets.

From crossover loyalty shifts, the findings show that the relationship between offline provider satisfaction (OS) and mobile provider loyalty (ML) during consumption periods is consistently significant with similar impact. However, mobile provider satisfaction (MS) during the same periods does not impact offline provider loyalty (OL) in the same manner, but differs considerably in terms of pattern of influence. Specifically, the findings show that this crossover effect increases over time even though statistical impact is insignificant. Thus, the carryover loyalty shift has a positive impact when it originally occurs in the offline platform but differs significantly when it originates via the mobile platform. Practical implications – this study offers valuable guidance to managers on how O2O platform-centric firms try to enhance satisfaction with consumption system that links to three types of service quality and loyalty.

This study offers valuable insights into offline and ML. This is seen, however, as an experimental study and further research using the same method would enable cross-cultural comparators.

Insights can be drawn from the findings, enabling comparisons relative to service quality-satisfaction-loyalty linkage across dual platforms. The idea of evolution and progression over time is particular pertinent to business practice assuming data sets are gathered, maintained and analyzed.

Insights can be used from the research findings, including but not limited to comparing the service quality-satisfaction-loyalty linkage across dual platforms and providing firms with an explanation of temporal evolution.

This paper aims to present a research outcome to an investigation towards the innovative use of electronic-learning (e-Learning) software solutions to strengthen the interactive component of mobile learning (m-Learning) in university contexts. This work was motivated by observations of interactive limitations in existing m-Learning solutions in well-intentioned software development and e-Learning efforts. The aim of the project, thus, was to interrogate hindrances to the potency of m-Learning interventions. The idea was to strengthen the interactive component, to improve the compatibility of the desktop e-Learning process – with mobile appliances such as mobile phones and, finally, to explore cost minimizing avenues of downloading learning materials over mobile phones.

The methodology of the project was twofold: that is, both literature-based and experimental. Literature background offered insight on existing efforts towards interactive m-Learning solutions. Against this background, the project was then designed to explore ways to provide presentations and interactive chats for effective m-Learning over mobile phones. The idea was to reduce the file size of presentations slides for effective display on mobile devices. Finally, the aim was also to minimize airtime costs when transmitting presentation slides and when conducting interactive chats on mobile phones. An experiment research method was, thus, used. In this method, a problem and question were articulated first. Then, a practical technological solution was conceptualized, developed, pre-tested, modified and re-tested until it complied with sought specifications, Finally, the solution was implemented, to confirm its viability and response to a research problem and, ultimately, was reported in the findings.

Slides were developed with light colour resolutions to open effortlessly on tiny mobile screens. The best quality was between 128 and 201.188 (out of 255) pixels (more visible mobile phone screens), using Open Source Software. Clear slides also had a font greater than size 32. The average data per presentation were 9,872.66 bytes, and, when seven learners were chatting, it was 3,686.63 bytes (0.03 megabytes). For airtime costs, the Vodacom rate of R0.46 per megabyte was used. This translates to 0.8 × 0.46 = R0.0368 cost per slide. The m-Chisimba platform therefore, seems to be cost-effective, quality expedient and most appropriate for interactive m-Learning.

Existing m-Learning has been inadequate, failing to align adequately the desktop e-Learning solutions with mobile phone platforms. Desktop presentation slides, for example, have been incompatible with mobile phones’ operations and screen sizes. Mostly, content could consume a lot more airtime, owing to large sizes of desktop originated material that was incompatible with mobile platforms. A solution that emerged from original experiments, leading to the enhanced interactive m-Learning solution, the m-Chisimba platform, is, therefore, presented in this paper. The thinking is that mobile applications are convenient enablers which extend access to information. Nevertheless, mobile applications (including m-Learning solutions) cannot be seen as panaceas to solve all learning concerns as literacy and affordability remain challenges in many under-developed social environments. As a newly developed innovation, the m-Chisimba platform offers an improved m-Learning solution for learning activities over mobile gadgets such as mobile phones.

The research work offers new innovative solutions in a number of practical ways. It improves the interactivity component of the m-Learning process, to empower educators and learners to effectively engage learning over m-Learning devices.

The innovation makes it easier to for learning to take place effortlessly, over mobile platforms. Implications are that more people will be able to access learning processes on the move, meaning that obstacles to access learning opportunities are minimised.

Existing m-Learning has been inadequate, failing to align adequately the desktop e-Learning solutions with mobile phone platforms. Desktop presentation slides, for example, have been incompatible with mobile phones’ operations and screen sizes. Mostly, content could consume a lot more airtime, owing to large sizes of desktop-originated material that was incompatible with mobile-platforms. A solution that emerged from original experiments, leading to the enhanced interactive m-Learning solution, the m-Chisimba platform, is, therefore, presented in this paper. The thinking is that mobile applications are convenient enablers which extend access to information. Nevertheless, mobile applications (including m-Learning solutions) cannot be seen as panaceas to solve all learning concerns as literacy and affordability remain challenges in many under-developed social environments. As a newly developed innovation, the m-Chisimba platform offers an improved m-Learning solution for learning activities over mobile gadgets such as mobile phones.

The purpose of the paper is to provide a business model design reference framework for mobile platform providers, the platform vendors and technology enablers of the mobile content market. The framework aims at identifying the most critical choices – i.e. design parameters – to be made at a business model design level for a MPP, and at explicitly assessing their strategic implications.

The research design integrates a twofold literature review on MPPs definitions and on business model design state of the art, with an in‐depth analysis of significant cases performed through a multiple case studies methodology: through 72 semi‐structured interviews to top managers, 24 companies were analyzed.

The findings allow to infer that some key business model parameters described by the existing literature – in particular, Osterwalder and Ballon – can be applied to MPPs' business model design process, while other original and actor‐specific building blocks emerge; furthermore, a first taxonomy of three noteworthy business models currently adopted by MPPs – “pure play”, “full asset” and “platform & content management” – is identified, associated respectively to three underlying strategic patterns: “stay on core”, “grow, wait and see”, and “aggressive downstream”.

The research presents a firm‐specific reference framework, which, however, does not focus on the potential different performances coming from alternative design parameters selection. Future works may concentrate in developing comparative or “benchmarking” analysis among the different business models depicted through the taxonomy, in order to explain any differential in firms' performances originated by alternative design parameter choices.

The findings can support a wide set of stakeholders – either first movers or newcomers in the mobile industry – in their strategic and business model design choices.

The paper's value for researchers can be brought back to its descriptive, normative and validating contribution to value network and business model design theories, with specific reference to the rising role of mobile platform providers. Value for practitioners lies in the creation and provisioning of a “reference framework” capable of supporting the decision making process concerning business model design, as it presents strong ties between business model parameters and strategic implications.