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The purpose of this paper is to shed light on the remarkable trend of multisided platforms (MSPs) in the travel industry with the help of which travel agencies (TAs) and global distribution systems (GDSs) can reinforce their intermediary roles. Orthodox TAs face the threats of disintermediation because of the ever faster-changing developments in information and communication technologies, such as the emergence of metasearch engines, online travel agencies, direct bookings on airline websites and the widespread of mobile applications for travel related bookings. GDSs face similar threats of disintermediation from low-cost carriers and legacy carriers, as these carriers promote and encourage direct bookings via their official websites or via the new distribution capability.

This is a casestudy-oriented research, and the case selected is a MSP based in Turkey. The data are gathered using semi-structured interviews conducted from 15 international representatives of this MSP in different countries. Interviews were conducted either physically at the MSP’s headquarters in Antalya, Turkey, or virtually using Zoom application from January to October 2019.

The paper portrays the significance of MSPs in terms of their contributions toward the reintermediation of the two important intermediaries, namely, TAs and GDSs in the travel industry supply chain. Both of them are prone to the dangers of disintermediation because of the developments in technology, networking and communication channels; the worldwide accessibility of the stakeholders to the internet; and the direct reach of suppliers to consumers. The deteriorating role of TAs and GDSs is reignited by the successful launch, deployment and adoption of MSPs in the ecosystem of the travel industry.

This paper offers an insight into the prevailing trend of MSPs in business to business (B2B) trading from the perspective of two main intermediaries, TAs and GDSs, in the supply chain of the travel industry. The paper in a novel way compiles the data from the interviews to shed light on the adoption of MSPs by intermediaries in their business models to reintermediate themselves because the sole reliance of intermediaries on orthodox business models is pushing them on to the verge of disintermediation.

Multisided platforms (MSPs) have become omnipresent. Millennial consumers have taken well to MSPs. It has become imperative to explicate the process of adoption of MSPs by millennials. The purpose of this study is to comprehend the factors that lead to the adoption of MSPs by millennials beyond the factors identified in the technology acceptance model (TAM).

Data was collected from 252 respondents through a structured survey questionnaire to comprehend MSP adoption. Partial least squares structured equation modelling was applied for analysis.

The theoretical lens of TAM was applied for the study. Results indicated that over and above TAM, millennials’ intention to use of MSPs was moderated by ethical expectations, as well as ethnocentric thinking. The study, thus, extended TAM theoretical conversation by including factors of consumer ethnocentric behaviour and customer ethical considerations.

This study modifies the TAM factors theoretically by including two new factors, namely, customers’ ethical expectations and ethnocentric thinking.

This study results would help MSP firm managers comprehend the importance of consideration of consumer ethnocentric behaviour and customer ethical considerations. Thus, managers have to include in their MSPs’ aspects of customers’ ethical expectations and ethnocentric thinking while marketing their MSPs’ while doing business with millennials.

This was one of the first studies that extended TAM by adding the factors of ethical expectations and ethnocentric thinking in the context of MSP adoption for millennial customers.

The purpose of this paper is to evaluate the impact of the Digital Age on e-finance in five key areas: payment systems, cloud computing in financial services, valuation metrics for multisided platforms, quantum trading, cyber security – costs, benefits and protection.

It is an exhaustive review of technical developments and corporate practices in the area of electronic finance.

Electronic finance is a dominating force changing business models and systems in financial services. New developments are creating newer valuation metrics, and reinforcing the costs and benefits of security systems.

This review concludes by pointing out potential areas of advancement in the coming decades and the possible evolution of newer e-finance models based on developments in artificial intelligence (AI) and internet of things (IoT) and its implications for managerial finance.

This is a review of the impact of electronic finance over the past two decades. Looking back electronic finance has significantly transformed the activities of corporations. Looking forward, financial managers have to watch for two important technical developments of AI and IoT and its potential impact on finance.

Ecosystems that support digital businesses maximize the economic value of network connections. This forces a shift toward platforms and ecosystems that are collaborative by nature by applying business models with multiple actors playing multiple roles. The purpose of this study is to show how the main concepts emerging from research on digital platform ecosystems (DPEs) could be organized in a taxonomy-based framework with different levels or dimensions of analysis. This study discusses some of the contingencies at these different levels and argues that future research needs to study DPEs across multiple levels of analysis. While this integrative framework allows the comparison, contrast and integration of various perspectives at different levels of analysis, further theorizing will be needed to advance the DPE research. The multidimensional framework proposed here involves the use of a multimethodological approach that incorporates a synergy of businesses, technological innovations and management methods to provide support for research in interrelationships across platform ecosystems (PEs) on a regular basis.

This paper proposes a new PE framework by constructing a formal taxonomy model that explains a vast group of phenomena produced by the PEs.

In addition to illustrating the PE taxonomy framework, this study also proposes a clear and precise description and structuring of the information in the ecosystem domain. The PE framework assists in identification, creation, assessment and disclosure research of platform business ecosystems.

Because of the large number of taxonomy concepts (over 200), only main taxonomy fragments are shown in the paper.

The outcomes of this research could be used for planning, oversight and control over ecosystem management and the use of ecosystem’s knowledge-related resources for research purposes.

The PE framework is original and represents an effective tool for observing PEs.

Following an increasing interest in the area that merges digital/I4.0 technologies and business models (BMs), which led to a proliferation of articles in this domain, the purpose of this article is to systematize this body of literature by means of a structured literature review.

After a careful selection of articles, we carried out the analysis with the support of bibliometric techniques, using the bibliographic coupling approach complemented with factor analysis and the content analysis of articles.

The results of the literature review analysis allow us to organize the literature around four main research streams, namely digital technologies and business model innovation, digital strategy and BMs, digital platforms and BMs, and IoT, servitization and BMs. On such a basis, we outline gaps and provide promising avenues for further research in this research area.

This study has implications for academics in terms of conceptualization of relevant constructs, integration of two streams of research and specific technologies whose relationship with the BM still deserves attention.

This study has implications also for managers, who may take advantage of the description of some BM archetypes driven by digital/I4.0 technologies and also appreciate the relevance of taking a strategic approach, with a particular focus on the BM, toward the use of digital technologies.

This study merges two relevant streams of research in an attempt to see how they have developed synergically and what potentials their merge could offer for future research.

Dynamic capabilities yield positive effects to firm-specific advantage formation. Paradoxically, the body of literature on capability diffusion is scarce. The purpose of this study is to focus, thus, on this dearth of literature with an emphasis on exploring the transferability function.

An integrative review of literature on the dynamic capabilities view covers the organizational context determining capability sharing, supported by strategic communication and business networking theories for the fashioning of global capabilities’ administration model (GCAM).

Individual motivations and formal modelling of capabilities’ transference have been overlooked in previous research. Largely with a top-down orientation, the current paradigm of their diffusion is profoundly shaped by the organizational structure and its global governance practices.

The GCAM’s architecture, based on transnational administration and hybrid transferability, opens horizons for multinational companies to develop their own capability management systems and is at the same time a new scholarly avenue in the field.

This study explores an untapped research gap and the formal modelling of a GCAM, while reconciling some of the weaknesses of academic research and industry practices.

The purpose of this study is to explore and summarize the strategies organizations can follow when adopting a multi-sided platform (MSP) business model. MSPs benefit from direct and indirect network effects, quick scaling, fast innovation and new revenue streams.

This study draws from the literature on business model innovation to identify five strategies in which organizations can transform by creating or acquiring an MSP. This taxonomy is confirmed with a classification of 20 MSPs adopted by 18 organizations, 5 short case studies and an interview with an executive involved in the launch of an organization’s MSP.

To implement an MSP, companies can expand their offerings, intermediate their industry with a marketplace, expand to new geographies or market segment, co-innovate their core product or service and co-innovate complementary offerings.

Organizations are presented with five distinct approaches to transform their business model and benefit from MSP interactions. The cases, quotes from executives and analyzes will serve organizations in designing a platform strategy.

This study provides executives and researchers with insights about how organizations can transform their business models with MSPs.

This paper aims to analyze the main challenges and critical success factors (CSFs) in managing multi-sided platforms (MSP) in Brazil, as well as to understand the differences between this management model and traditional companies.

Semi-structured interviews were conducted with experienced professionals in the field, focusing on challenges, CSFs and difficulties in managing MSP businesses. The data were analyzed using a mixed-method approach, involving content analysis for qualitative data and grey relational analysis and sensitivity analysis for quantitative data.

The experts identified eight CSFs, seven key differences between traditional businesses and MSPs, and five technology-related challenges in managing MSPs. They assessed the main difficulties reported in the literature and ranked them, with the most critical challenges being competition with companies adopting MSP models in the same sector (product/service niche) and the necessity for ongoing process adjustments to accommodate scalability.

This study enhances understanding of CSF, disparities between traditional and MSPs and technology-related challenges in this management model. The results can assist managers in emerging nations in enhancing the performance of MSP operations and can be a resource for researchers studying various contexts and creating company guidelines.

Digital business platforms (DBPs) such as Alibaba and Google Shopping are partnership networks that use the Internet to bring service providers (e.g. retail vendors) and customers together. One of the benefits of DBPs is network effects, in which customers can purchase from multiple providers, giving rise to a unique network. However, few studies have explored which service providers benefit from network effects and which do not.

Using the theories of transaction costs and network analysis, the authors apply network models to DBPs to understand which service providers benefit from network effects.

The authors identify three segments of service providers: (1) those with high prominence (connection to providers with high network centrality), (2) those with high network constraint (adjacent to isolated providers) and (3) those with low prominence and constraint. The authors find that segments (1) and (3) benefit from reciprocated customer exchanges, and thus benefit from network effects, while high constraint segment (2) providers do not benefit from reciprocated exchanges. Moreover, the authors find that for segments (2) and (3) future sales have a negative association with unreciprocated customer exchanges, while segment (1) has no significant association between unreciprocated exchanges and future sales.

The authors discuss implications for a multisided platform (MSP), as it decides which service providers to attract, promote and recommend. They can use this study’s results to know which segments of providers will increase network effects to make the platform more valuable.

This paper provides managers of service platforms with strategies for managing relations with their service providers.

Service platforms are an important and disruptive business model. The authors need to understand how network effects operate to create efficient platforms.

This paper extends the literature on MSPs by quantifying network effects and showing not all service providers benefit equally on an MSP from network effects. Critical insights into network effects on the MSP are provided, including different ways it can impact provider sales.