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This paper aims to test the “winner-takes-all” vs the “winner-takes-some” scenarios in digital platform competition dynamics in emerging markets.

This paper uses an analytical reference framework to assess the emergence of digital platforms in Russia, including four elements: definition of multi-sided platforms (MSPs), platform enablers, business models and competitive dynamics.

This paper concludes that Russia shows that a healthy competition between national and foreign MSPs led to the emergence of a shared equilibrium, where local platforms were able to retain a significant, often majority, share vis-à-vis foreign and global platforms.

This paper stands as a counterpoint to the widespread conviction that digital platform dynamics will result into a “winner-takes-all” scenario and dominance of global platforms.

This case study offers practical data and analysis that can be used to create a baseline and evaluate the dynamics of digital platforms in emerging markets. It offers data, trends and evidence on Russia’s digital economy.

This research provides a logical framework to help policymakers take decisions on a policy framework to regulate platforms in emerging markets. The good outcome of competition between local and foreign platforms should emerge as a policy objective to achieve in most emerging markets.

This case study is the first baseline to assess the dynamics of competition between national and foreign digital platforms in the Russian market. It is one of the first papers to tackle the market of digital platforms in an emerging and developing economy. It tries to address the debate between “winner-takes-all” and “winner-takes some” competition equilibrium through a concrete case study in an important G20 emerging market economy.

IBM research sought to identify the characteristics and strategies of the world’s most prosperous digital companies. The goal was to learn, “What is the secret to successfully leveraging platforms, AI and other digital technologies in today’s digital race? What strategies and operating models are winning?”

The IBM Institute for Business Value (IBV) conducted a comprehensive worldwide study of 1,500 mostly C-level executives to learn about their investments, leading practices and cultures.

The capabilities that differentiate Leaders from others–learning, speed and ongoing exploration–enable their strategies. Leaders are passionate about developing customer experience-based connections, integrating workflows with artificial intelligence (AI) and automated technologies and personalizing their brands and employee experiences.

The six top strategies Leaders employ to perpetuate success are: 10; 10;1.9; Orchestrate digital ecosystems and platforms. 10;2.9; Build trust to build your brand. 10;3.9; Reimagine customer behavior. 10;4.9; Curate data that “thinks” and “acts.” 10;5.9; Create an exponential learning environment. 10;6.9; Foster a culture of inclusion. 10;

The study has significant value because it identifies the strategies of the Leader group and explains the processes and culture changes that empower them. The study also reveals numerous surprises such as the eagerness of the leading companies to step outside the norm and disrupt their markets, and then prepare to do it again..

The author posits that the management model of an organization determines what kind of business models can be pursued within that organization and that successful 21st century management models are very different from those that succeeded in the 20th century.

The author compares and contrasts successful 21st century management models with models that succeeded in the 20th century.

Success in the digital age requires a 21st century management model and mindset based on an obsession with delivering value to customers.

The management model incorporates the key ‘written and unwritten rules’ of the firm. The success of digital innovation can be threatened by 20th Century management assumptions that thwart Agile initiatives.

Article explains how Agile mindsets and practices are essential to the 21st century management model, and how they potentiate the firm’s focus on creating customers.

This paper circulates around two major questions: what is the character of prizes as a media product? And how do the specifics of media prizes relate to the understanding of organizations with respect to a given aspect of their activities? The purpose of this paper is to bring forward theoretical arguments that show the significance of media preferences and values as central in how media prizes and awards are created and operated by discussing these questions.

The paper draws on a variety of literature – mainly within management and media/communication studies – that is interested in the construction of different assessment tools such as prizes and rankings.

The paper addresses three particular characteristics of media prizes relevant for the understanding of how media evaluate organizations: the forming and spreading of stereotypical representative or behavior within a specific category or field; the simplification of status through the creation of “winners”; and the popularization of public measures for success in business life.

This is a conceptual paper and as such it needs more systematic empirical testing to validate the findings.

The paper suggests three different roles media prizes have in evaluating organizations’ performance and their social status. The findings suggest that the qualities/aspects emphasized by the prizes are framed in such a way that they follow the rational or logic of media, and that they as such bear witness should be regarded with certain critical scrutiny.

The paper discusses an expanding area of journalistic practice – i.e. production and proliferation of media prizes. These prizes have a significant effect on how the authors conceptualize and understand different aspects of the life – in the case business practices such as entrepreneurship. The authors suggest here how media prizes can come to shape the perceptions of reality through processes of simplification, stereotypification and popularization.

Up to now there are few studies focusing on media as a producer of assessments central for building normative and cognitive bases on which organizations are evaluated. The conceptual arguments in this paper highlight a number of areas that can serve as a starting point for future inquiry.

The purpose of this paper is to investigate the impact of cloud computing (CC) on supply chain management (SCM).

The paper is conceptual and based on a literature review and conceptual analysis.

Today, digital technology is the primary enabler of supply chain (SC) competitiveness. CC capabilities support competitive SC challenges through structural flexibility and responsiveness. An Internet platform based on CC and a digital ecosystem can serve as “information cross-docking” between SC stakeholders. In this way, the SC model is transformed from a traditional, linear model to a platform model with the simultaneous cooperation of all partners. Platform-based SCs will be a milestone in the evolution of SCM – here conceptualised as Supply Chain 3.0.

Currently, SCs managed holistically in cyberspace are rare in practice, and therefore empirical evidence on how digital technologies impact SC competitiveness is required in future research.

This research generates insights that can help managers understand and develop the next generation of SCM with the use of CC, a modern and commonly available Information and Communication Technologies (ICT) tool.

The paper presents a conceptual basis of how CC enables structural flexibility of SCs through easy, real-time resource and capacity reconfiguration. CC not only reduces cost and increases flexibility but also offers an effective solution for disruptive new business models with the potential to revolutionise current SCM thinking.

This study identifies three emerging approaches for leading successful digital transformation. It challenges the validity and effectiveness of traditional linear processes for digital transformation that first develop a new strategy, business model or organizational design enabled by digital technologies and then execute it according to the plan.

The paper is based on current research with a group of global digital champions at the forefront of digital transformation, including Amazon, Alibaba, Baidu, Google, JD.com, Uber, VMWare and Slack.

The research finds that at least three new approaches are emerging in leading organizations, which are (1) innovating by experimenting, (2) radical transformation via successive incremental changes and (3) dynamic sustainable advantages through an evolving portfolio of temporary advantages.

More research is needed to systematically investigate such emerging approaches and develop new theories and new analytical frameworks.

These emerging approaches can be used to guide digital transformation initiatives.

They also enable business leaders to tackle grand societal challenges using financially sustainable and scalable operational models, generating profit and impact at the same time.

It challenges traditional linear approaches for leading digital transformation and highlights the need for new and iterative approaches for bridging the strategy–execution gap in the volatile digital economy.

This chapter deals with the question: What is Digital Humanism? It argues that Digital Humanism is a philosophy suited for the analysis of the digital age that has specific epistemological, ontological and axiological dimensions. It also introduces a specific version of Digital Humanism, namely Radical Digital Humanism. It argues that we need to advance the co-operation of all Humanisms in order to circumvent the rise of new fascisms in the digital age. The chapter also discusses and responds to objections to Digital Humanism.