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The purpose of this paper is to examine peer-to-peer sharing platform business models, their sources of competitive advantage, and the roles, motivations and behaviors of key actors in their ecosystems.

This paper uses a conceptual approach that is rooted in the service, tourism and hospitality, and strategy literature.

First, this paper defines key types of platform business models in the sharing economy anddescribes their characteristics. In particular, the authors propose the differentiation between sharing platforms of capacity-constrained vs capacity-unconstrained assets and advance five core properties of the former. Second, the authors contrast platform business models with their pipeline business model counterparts to understand the fundamental differences between them. One important conclusion is that platforms cater to vastly more heterogeneous assets and consumer needs and, therefore, require liquidity and analytics for high-quality matching. Third, the authors examine the competitive position of platforms and conclude that their widely taken “winner takes it all” assumption is not valid. Primary network effects are less important once a critical level of liquidity has been reached and may even turn negative if increased listings raise friction in the form of search costs. Once a critical level of liquidity has been reached, a platform’s competitive position depends on stakeholder trust and service provider and user loyalty. Fourth, the authors integrate and synthesize the literature on key platform stakeholders of platform businesses (i.e. users, service providers, and regulators) and their roles and motivations. Finally, directions for further research are advanced.

This paper helps platform owners, service providers and users understand better the implications of sharing platform business models and how to position themselves in such ecosystems.

This paper integrates the extant literature on sharing platforms, takes a novel approach in delineating their key properties and dimensions, and provides insights into the evolving and dynamic forms of sharing platforms including converging business models.

This study aims to explore the influence of different types of cleanliness information provided on the Airbnb platform (hosts’ sanitation labels, Airbnb cleaning protocol and previous guests’ reviews) on guests’ trust and behavioral intentions.

This study uses an online scenario-based experimental design. A two-step approach was applied to discover the proposed relationships by assessing the measurement model fit and validity of the constructs with confirmatory factor analysis and testing study hypotheses with structural equation modeling.

The results demonstrate that three types of cleanliness information (i.e. provided by Airbnb’s hosts, platform and customer reviews) had statistically significant effects on customers’ trust and behavioral intentions.

The research results provide practical recommendations for Airbnb hosts and peer-to-peer accommodation platforms on using several types of textual and visual cleanliness information to influence guests’ attitudes and behavioral intentions.

This study advances knowledge by introducing new factors affecting guests’ trust and behavioral intentions in peer-to-peer accommodation settings and differentiating the effects of different sources of cleanliness information and different types of guests’ trust.

This paper aims to explore the place of disabled guests in the new world of hotel and holiday accommodation shaped by the sharing economy.

The paper uses Levitas’s (2013) Utopia as Method as a methodological tool to develop the hypothetical future scenarios, which are used to explore the place of disabled guests in peer-to-peer holiday accommodation.

Analysis of the hypothetical scenarios suggests that without state intervention, the place of disabled guests in both traditional hotels and peer-to-peer holiday accommodation is far from secure.

This is a new area and the authors’ discussion is therefore tentative in its intent.

Planners and policymakers should consult with, and take account of, the needs of disabled people and other socially excluded groups when regulating shared economy enterprises. It may be helpful to put in place broader legislation for social inclusion rather than regulate peer-to-peer platforms. Any recourse to markets as a means of resolving access issues needs also to acknowledge the limited power of socially excluded groups within both traditional and sharing economy markets.

The hypothetical scenarios discussed within this paper offer planners, policymakers and tourism stakeholders opportunities to think through the access and inclusion needs of disabled guests in the shared economy sector.

The paper extends discussion of hospitality and disability access to include shared economy approaches and the place of disabled guests in the new world of holiday accommodation shaped by the sharing economy.

Digitally intermediated peer-to-peer exchanges have accelerated in occurrence, and as a consequence, they have introduced an increased pluralism of connotations. Accordingly, this paper aims to assess user perceptions of the interplay between the sharing, access, platform, and community-based economies.

The sharing, access, platform, and community-based economies have been systematically tracked in the social media landscape using Social Media Analytics (SMA). In doing so, a total material of 62,855 publicly posted user-generated content concerning the four respective economies were collected and analyzed.

Even though the sharing economy has been conceptually argued to be interlinked with the access, platform, and community-based economies, the empirical results of the study do not validate this interlinkage. Instead, the results regarding user perceptions in social media show that the sharing, access, platform, and community-based economies manifest as clearly separated.

This paper contributes to existing literature by offering an empirical validation, as well as an in-depth understanding, of the sharing economy's interlinkage to other economies, along with the extent to which the overlaps between these economies manifest in social media.

Libraries face an uncertain situation in present times of the “digital revolution” while every single sector moved online. The purpose of this paper is to search and propose potential library actions as response to the challenge of the peer-to-peer (p2p) sharing platform revolution in business models, a revolution to gain efficiency and to protect the environment.

This research focused on integrating economics and library concepts based on a selective literature review and real-world interaction. The main concern is to connect library possibilities with the emergence of p2p digital platforms, which has enabled individuals to make use of underused inventory via fee-based sharing, as a way of obtaining, giving or sharing access to goods and services. The authors balance the existing proposals to achieve how librarians can help.

This paper defines key types of potential applications for platform business models in the sharing economy promoted by librarians and describes their characteristics for the renaissance of the “New libraries”. First, “educating” society to face critically the disruptive change in networks of culture and information. Second, “growing” as key reference institutions and community service centres integrating “external” skills. Third, “promoting” the disruptive economy by creation or participation in digital platforms. Fourth, “creating” cooperative markets through social-economic currencies.

This research was carried out with the objective of determining how librarians contribute to sustainable development. All four proposals to implement represent possibilities that derive from the sharing economy approach at different levels of implementation according to the degree of commitment that librarians require to translate into specific actions.

The sharing economy is a collection of economic and social activities where participants of the community share properties, resources, time and skills across online platforms. In this chapter, we start by identifying all the stakeholders and their characteristics within such an ecosystem. We then categorise factors leading to success in the sharing economies where the existence of these platforms has disrupted traditional businesses. To do so, demographic information about the community participants, specifications of the business models, enablers of the ecosystem, growth drivers and hindrance factors are explored in detail. From there on, we examine whether such success factors are applicable in the Turkish business environment where Internet retailing is in its infant stages, trust among people is quite low and economic welfare is lower than that of more developed economies. Finally, an assessment of the sharing economy landscape in Turkey is provided at the end of the chapter.

To outline the future of the sharing economy in Turkey, success indicators in the Turkish market are compared and contrasted with those of the United States, the United Kingdom and Brazil. A quick analysis reveals that despite its huge potential, Turkey still has not reached its full capacity in Internet usage, online or mobile retailing. That said, notwithstanding the low levels of trust among people, Turkey has a great potential of sharer base, given the demographic structure of its citizens. Recommendations for policy makers, incumbent firms, the sharing economy startups and marketers are provided in the chapter.

The purpose of this paper is to examine the degree to which budget and mid-range hoteliers perceive Airbnb as a threat, and the extent to which they are actively responding to the peer-to-peer accommodation business model.

The study draws on qualitative data collected through 19 semi-structured interviews with budget and midrange hotel managers in Istanbul, Turkey, covering how they view Airbnb and have responded to Airbnb’s rise.

The results suggest that the managers believed they were losing some business to Airbnb, yet they generally neither perceive Airbnb as a serious threat nor were they generally taking concrete strategic measures to respond to Airbnb. Regulatory lobbying against Airbnb and exploiting Airbnb as a new distribution platform were the most common responses, and cutting rate also was commonly seen as a potential competitive strategy.

The study responds to calls by several scholars for more research addressing the strategies adopted by traditional lodging facilities to protect their market share from Airbnb. This study does so with a specific focus on the budget and midrange hotel segments, which some studies suggest may be particularly vulnerable to Airbnb competition. Also, the limited research addressing Airbnb’s perceived impacts on traditional lodging has been conducted in mature economies, so the topic remains largely neglected in maturing economies like Turkey.

The purpose of the study was to examine travelers’ attitudinal and behavioral loyalty to the product type of peer-to-peer (P2P) accommodations (as opposed to a brand).

P2P accommodations’ hosts provided contact information for their guests from the prior two years who were contacted to participate in the study. Respondents answered questions about their travel party, trip purpose, factors leading to their P2P accommodation stay and attitudinal and behavioral loyalty around P2P lodging.

Autonomous motivators (dislike of big hotel chains and experience authenticity) and controlled motivators (location and cooking facilities) were positively related to attitudinal loyalty to P2P accommodations. Price predicted behavioral loyalty in the form of repeat purchase behavior and attitudinal loyalty did not.

Limitations of this study include the representativeness and size of the sample, the generalizability of the results, cross-sectional nature of the data and respondents’ recall ability. Despite a favorable attitude toward P2P accommodations, only price accounted for travelers’ repeated choice of P2P accommodations over hotels.

While attitudinal loyalty was explained by the dislike of big hotel chains and experience authenticity in P2P accommodations, it did not translate into repeated purchase behavior. Behavioral loyalty to P2P seems all about price, which begs the question of whether price is the most meaningful competitive lever in the battle between conventional hotels and P2P.

Hotel brand loyalty refers to consumer choice of brand within the conventional hotel product type. This study presents the first effort to understand consumer loyalty to a lodging product type, specifically P2P accommodations, and not a particular brand.

Despite ample research on the topic of business model innovation, little is known about the cognitive processes whereby some innovative business models gain the status of iconic representations of particular types of firms. This study addresses the question: How do iconic business models emerge? In other words: How do innovative business models become prototypical exemplars for new categories of firms? We focus on the case of Airbnb, and analyze how six mainstream business media publications discussed Airbnb between 2008 and 2013. The cognitive process whereby Airbnb’s business model became the iconic business model for the sharing economy involved three phases. First, these publications drew on multiple analogies to try to assimilate Airbnb’s innovative business model into their existing system of categories. Second, they developed a more nuanced understanding of Airbnb’s business model. Finally, they established it as the prototypical exemplar of a new type of organization. We contribute to business model research by providing an elaborated definition of the notion of the iconic business model which is rooted in social categorization research, and by theorizing the cognitive process that underpins the emergence of iconic business models. Our study also complements research on the role of analogical reasoning in business model innovation. Finally, we complement the market categorization literature by documenting a case of the emergence of a prototypical exemplar.