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This study develops an empirical framework to address how large third-party sellers (TPSs) can apply customer acquisition strategies to improve their performance in consumers’ person-goods matching process and how the platform firm’s similar strategies moderate the effects of TPSs’ strategies.

Using data collected from the top ten TPSs from a Chinese e-commerce platform, the fixed effect model is used to validate the conceptual model and hypotheses.

The study results show that both market detection strategy and matching optimization strategy can help large TPSs improve their sales performance. Moreover, the similar market detection strategy applied by the platform firm weakens the effect of large TPSs’ customer acquisition strategies, while the similar matching optimization strategy applied by the platform firm strengthens the effect of large TPSs’ customer acquisition strategies.

This study provides firsthand evidence on the performance of large TPSs’ and the platform firm’s strategies. It demonstrates the effectiveness of large TPSs’ market detection strategy and matching optimization strategy, which can be adopted to meet consumers’ search and evaluation motivations in their person-goods matching process respectively. Moreover, it identifies the role of platform firms by showing the moderating effect of similar strategies adopted by the platform firm on the effect of large TPSs’ customer acquisition strategies.

The rapid development of the Internet has led to an increasingly significant role for E-commerce business. This study examines how the green supply chain (GSC) operates on the E-commerce online channel (resell mode and agency mode) and the traditional offline channel with information sharing under demand uncertainty.

This study builds a multistage game model that considers the manufacturer selling green products through different channels. On the traditional offline channel, the competing retailers decide whether to share demand signals. Regarding the resale mode of E-commerce online channel, just E-tailer 1 determines whether to share information and decides the retail price. In the agency mode, the manufacturer decides the retail price directly, and E-tailer 2 sets the platform rate.

This study reveals that information accuracy is conducive to information value and profits on both channels. Interestingly, the platform fee rate in agency mode will inhibit the effect of a positive demand signal. Information sharing will cause double marginal effects, and price competition behavior will mitigate such effects. Additionally, when the platform fee rate is low, the manufacturer will select the E-commerce online channel for operation, but the retailers' profit is the highest in the traditional channel.

This research explores the interplay between different channel structures and information sharing in a GSC, considering price competition and demand uncertainty. Besides, we also considered what behaviors and factors will amplify or transfer the effect of double marginalization.

With the rapid advancement of generative artificial intelligence (AI), it is important to consider how young people are making sense of these tools in their everyday lives. Drawing on critical postdigital approaches to learning and literacy, this study aims to center the experiences and perspectives of young people who encounter and experiment with generative AI in their daily writing practices.

This critical case study of one digital platform – Character.ai – brings together an adolescent and adult authorship team to inquire about the intertwining of young people’s playful and critical perspectives when writing on/with digital platforms. Drawing on critical walkthrough methodology (Light et al., 2018), the authors engage digital methods to study how the creative and “fun” uses of AI in youths’ writing lives are situated in broader platform ecologies.

The findings suggest experimentation and pleasure are key aspects of young people’s engagement with generative AI. The authors demonstrate how one platform works to capitalize on these dimensions, even as youth users engage critically and artfully with the platform and develop their digital writing practices.

This study highlights how playful experimentation with generative AI can engage young people both in pleasurable digital writing and in exploration and contemplation of platforms dynamics and structures that shape their and others’ literate activities. Educators can consider young people’s creative uses of these evolving technologies as potential opportunities to develop a critical awareness of how commercial platforms seek to benefit from their users.

This study contributes to the development of a critical and humanist research agenda around generative AI by centering the experiences, perspectives and practices of young people who are underrepresented in the burgeoning research devoted to AI and literacies.

This study explores the key platform affordances that online social platform providers need to offer digital creators to strengthen the creator ecosystem, one of the leading accelerators for platform growth. Specifically, it aims to investigate how these affordances make the dynamic combinations for high platform quality across diverse platform types and demographic characteristics of digital creators.

This study adopts a multi-method approach. Drawing upon the affordance theory, Study 1 aims to identify the key affordances of online social platforms based on relevant literature and the qualitative interview data collected from 22 digital creators, thereby constructing a conceptual framework of key platform affordances for digital creators. Building on the findings of Study 1, Study 2 explores the dynamic combinations of these platform affordances that contribute to platform quality using a configurational approach. Data from online surveys of 185 digital creators were analyzed using fuzzy set qualitative comparative analysis (fsQCA).

The results of Study 1 identified key online social platform affordances for digital creators, including Storytelling, Socialization, Design, Development, Promotion, and Protection affordance. Study 2 showed that the combinations of these platform affordances for digital creators are diverse according to the types of platforms, creators’ gender, and their professionality.

Like many studies, this research also has several limitations. One limitation of the research is the potential constraint of the extent of how well the data samples represent the group of creators who are actively producing digital content. Despite the addition of screening questions and meticulous data filtering, it is possible that we did not secure sufficient data from creators who are actively engaged in creative activities. In future research, it is worth contemplating the acquisition of data from actual groups of creators, such as creator communities. Future researchers anticipate obtaining more in-depth and accurate data by directly involving and collaborating with creators.

This study highlights the need for online social platforms to enhance features for storytelling, socializing, design, development, promotion, and protection, fostering a robust digital creator ecosystem. It emphasizes clear communication of these affordances, ensuring creators can effectively utilize them. Importantly, platforms should adapt these features to accommodate diverse creator profiles, considering differences in gender and expertise levels, especially in emerging spaces like the Metaverse. This approach ensures an equitable and enriching experience for all users and creators, underlining the importance of dynamic interaction and inclusivity in platform development and creator support strategies.

This study underscores the social implications of evolving digital creator ecosystems on online platforms. Identifying six key affordances essential for digital creators highlights the need for platforms to enhance storytelling, socializing, design, development, promotion, and product protection. Crucially, it emphasizes inclusivity, urging platforms to consider diverse creator profiles, including gender and expertise differences, particularly in transitioning from traditional social media to the Metaverse. This approach nurtures a more robust creator ecosystem and fosters an equitable and enriching experience for all users. It signals a shift towards more dynamic, adaptive online environments catering to diverse creators and audiences.

For academics, this study builds the conceptual framework of online social platform affordances for digital creators. Using the configurational approach, this study identified various interdependent relationships among the affordances, which are nuanced by specific contexts, and suggested novel insights for future studies. For practices, the findings specified by creators and platform types are expected to guide platform providers in developing strategies to support digital creators and contribute to platform growth.

Mobile banking (M‐banking) involves the use of a mobile phone or another mobile device to undertake financial transactions linked to a client's account. M‐banking is one of the newest approaches to the provision of financial services through information communication technology (ICT), made possible by the widespread adoption of mobile phones even in low income countries. Emerging mobile banking (m‐banking platforms) in developing markets enable two sided markets, bringing together mobile handset users with other mobile users and commercial partners. It is the argument of this paper that the emergence of m‐banking platforms has the potential for spill‐over effects, and that these spill‐over effects will require regulatory authorities to develop appropriate policy responses.

This article derives from research on the m‐banking strategies of mobile network operators (MNOs) in developing markets, and the regulatory responses to these strategies. Field visits were made to the Philippines and Kenya where m‐banking platforms are well established, and in depth interviews took place with companies that had succeeded in launching m‐banking platforms, or were considering strategic responses in markets where competitors had launched platforms. Companies were identified from the existing body of literature, observation and personal contact. Additionally, data were collected from developing case studies.

M‐banking has the potential to bring basic banking and electronic transactions services to unbanked consumers in developing markets. But in enabling two‐sided markets, m‐banking solutions also provide specific questions for telecommunications industry regulators. Regulators need to question if the elements are in place for m‐banking networks to tip towards a single platform, especially in markets with dominant operators that hold significant market share.

Because of the multi‐homing costs inherent in most existing m‐banking platforms, these platforms introduce both economic and psychological switching costs for consumers. In turn, these switching costs can have the impact of reinforcing existing network effects in markets where the incumbent already holds significant market share for voice traffic. There are a number of options available to telecommunications regulators in responding to the emergence of m‐banking platforms, and authorities should take a measured approach to achieve optimal societal and industry outcomes.

This paper fulfils an important void in the current literature related to the growth of m‐banking platforms in emerging markets. While there has been an increasing body of literature examining the potential socio‐economic impact of m‐banking in developing markets, the purpose of this paper is to explore the implications of m‐banking for competitive dynamics between competing firms, and the related issues for regulatory authorities.

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.

In this article, we study how a Chinese real estate broker - Lianjia successfully transformed itself into Beike - China’s leading digital platform for housing transactions and services. We explain the motivation behind this platform transformation, how it turned out, and what are the lessons learned for other companies contemplating a platform transformation. Beike’s lessons are significant as they not only can help the companies achieve growth via platform transformation but also create social value by contributing to higher service quality in traditional service industries.

We draw upon comprehensive archival research into Beike, and our many years of ongoing research on platform strategy and business growth strategy.

This article provides important lessons for companies in traditional service industries on how to expand growth via digital platforms. We summarize four key lessons learned: 1) data is central to success in platform transformation; 2) industry knowledge and experience play an important role; 3) the right platform governance is critical in value creation; 4) harness the double powers of platform and digital transformation.

More research on digital platforms and platform transformation in traditional service industries is needed to delve into the underlying factors and delineate the boundary conditions for specific details in this strategy and implementation.

This article is useful to business executives, academics, management consultants, and entrepreneurs interested in learning more about how to use digital platforms to achieve business growth and create economic and social value. In particular, Beike’s case offers inspiration and valuable lessons to companies in traditional service industries and helps them consider the factors that are important in the process of platform transformation.

This article on Beike provides an innovative solution to business leaders in traditional service industries grappling with a lack of professional standards and trust to use digital platforms to elevate service quality and create social value.

This article is unique and add value because Beike is a pioneer of using the digital platform to achieve growth and transform traditional service industries. Our study shows that platform transformation not only can help a company in a traditional industry achieve impressive growth but at the same time can create enormous social value by elevating the service quality of the whole industry.

The paper analyses the implications of a platform strategy in new product development with reference to the automobile industry. The implications and benefits of a platform strategy are discussed from both the technical and organisational points of view. The impact of a platform strategy on international product development is then analysed. The paper draws on examples from the experience of major Japanese automobile companies. In general, the analysis highlights how platform strategies are evolving and how they must be recognised more and more in relation to the internationalisation processes of R&D activities and operations. Moreover, different approaches are pointed out concerning more advanced and/or conservative approaches to platform development. A more advanced approach leads to more benefits in terms of the performance of the product development process and the reorganisation of the development process on a global level.

During its operation, vibrations in jacket platform due to high operational and environmental loads could reduce its productivity and endanger its safety. Tuned mass damper (TMD) is one of the vibration control devices commonly used in buildings to reduce their response. Basically, TMD is a device attached to a structure as a mass on properly tuned spring and damping elements. The purpose of this paper is to study the utilization of TMD to reduce the wave-induced vibration of platforms.

First, the study investigates the optimum TMD parameters to reduce the response of the platform. The effectiveness of the optimized TMD in reducing platform response due to wave load is then analyzed. Finally, the reduced response of the platform is attributed to an extension of platform service life. Cyclic load in the form of vibration is related to cyclic stress on the tubular connections on a jacket platform, which causes fatigue failure. Fatigue performance of a platform is quantified by its fatigue life, which should be at least twice the intended service life.

It is found that the optimized TMD cannot be achieved by simply adjusting the TMD damping as high as possible. The results show that the response of controlled platforms by properly tuned TMD could be reduced by about 20 percent from the uncontrolled case.

Although vibration of a structure can be reduced by increasing its stiffness, this approach is considered not economical since it increases the cost for material construction. With the falling of oil prices, an optimization of jacket platform structure is considered necessary to reduce its construction cost. TMD can be used as an alternate solution, even though the only recorded utilization of TMD on a jacket platform is known in Sakhalin Platform in Russia. This fact gives a motivation to carry out more studies about TMD application on jacket platform, as this device is already used in numerous of inland structures.

The purpose of this paper is to shed light on two key developments in the field of leadership that are significantly impacting organizations today. These two new developments are transforming businesses and non‐profit organizations alike. These new developments are: the creation of a new category of leadership called “leaders of leaders,” and the reemergence of the leadership tool called, “the platform,” as the cornerstone of organizations. The first finding of this article is that the “real” job description for a “leader of leaders” is very different from the job description of a “leader of followers.” This article explains that difference. Leaders of followers generally view their job as high level “problem solvers.” “Leaders of leaders” have a completely different job. They have the job of creating new, robust and enduring platforms that provide the organization a unique identity, can mold and direct large scale behavior within an organization and can address successfully large classes of problems. Most importantly, when a leader of leaders creates a platform, the leader must also create a feedback system so the platform can be improved on a continuous basis by input from those who are “on the ground” implementing the platform. The value of this article is that you can take the findings and immediately begin to implement some of the changes suggested in this article in your organization. You can transform your leaders into “leaders of leaders” and you can begin to create one or more “platforms” to improve your operations and organizational results.