Your browser does not support the PubReader view.
Go to this page to see a list of supporting browsers.
Korean Academic Society of Business Administration
[ Article ]
korean management review - Vol. 53, No. 1, pp.27-56
ISSN: 1226-1874 (Print)
Print publication date 28 Feb 2024
Received 03 Aug 2023 Revised 24 Oct 2023 Accepted 17 Nov 2023
DOI: https://doi.org/10.17287/kmr.2024.53.1.27

디지털 플랫폼 기업의 유형 분류 및 진화 경로 분석

Miri Kim ; Sangyoo Kim ; Soo Hyun Park ; Byoung-Chun Ha ; Kilsun Kim
(First Author) Metaverse Platform Service Management Research Center of Sogang Business Research Institute mirikim@sogang.ac.kr
(Co-Author) Metaverse Platform Service Management Research Center of Sogang Business Research Institute sykim1111@sogang.ac.kr
(Co-Author) Metaverse Platform Service Management Research Center of Sogang Business Research Institute soohyun08@sogang.ac.kr
(Co-Author) Metaverse Platform Service Management Research Center of Sogang Business Research Institute habc@sogang.ac.kr
(Co-Author) Metaverse Platform Service Management Research Center of Sogang Business Research Institute kilsunkim@sogang.ac.kr
Analysis of Typology and Evolutionary Trajectory of the Digital Platform


Copyright 2024 THE KOREAN ACADEMIC SOCIETY OF BUSINESS ADMINISTRATION
This is an open access article distributed under the terms of the Creative Commons Attribution License 4.0, which permits unrestricted, distribution, and reproduction in any medium, provided the original work is properly cited.

Abstract

This study presents a classification framework to understand digital platform firms from the technological-social system perspective and analyzes the typology of their evolutionary trajectory. The typology framework for the evolutionary trajectory of the digital platform firm is developed from two criteria: the platform firms provide “what(online goods vs. offline goods)” and “how(connective leverage vs. innovative leverage)” to platform users. To examine the evolution of platform firms, we collected information of digital goods released by 35 domestic and international digital platform firms. As a result of the study, we reveal that a digital platform firm gave rise to as a form of (.) or (l) and it can take six types of evolutionary paths for which we symbolize them using 6 Korean alphabets (., l, ㅡ, ㅅ, ㄴ, ㅁ). They are pronounced as ‘jeom’, ‘i’, ‘eu’, ‘siot’, ‘nieun’ and ‘mieum’. There were Netflix, Twitter, Carrot Market, Naver, Musinsa, and Kakao as representative firms for each type. The typology framework for digital platform firms proposed in this study enables clear and sophisticated semantic classification and helps understand the evolutionary trajectory as dynamic flows of firm growth.

Keywords:

digital platform firms, classification of digital platform firms, evolutionary trajectory

Acknowledgments

This research is supported by Sogang University Research Business Development Research Fund (in 2023).

References

  • Acs, Z. J., Song, A. K., Szerb, L., Audretsch, D. B., & Komlosi, E.(2021), “The evolution of the global digital platform economy: 1971- 2021,” Small Business Economics, 57, pp.1629-1659. [https://doi.org/10.1007/s11187-021-00561-x]
  • Amit, R., & Zott, C.(2001), “Value creation in e-business,” Strategic Management Journal, 22, pp.493-520. [https://doi.org/10.1002/smj.187]
  • Adner, R.(2017), “Ecosystem as structure: An actionable construct for strategy,” Journal of Management, 43(1), pp.39-58. [https://doi.org/10.1177/0149206316678451]
  • Baldwin, C. Y., & Woodard, C. J.(2009), “The architecture of platforms: A unified view,” Platforms, Markets and Innovation, 32, pp.19-44. [https://doi.org/10.4337/9781849803311.00008]
  • Bradley, S., Kim, C., Kim, J., & Lee, I.(2012), “Toward an evolution strategy for the digital goods business,” Management Decision, 50(2), pp.234-252 [https://doi.org/10.1108/00251741211203542]
  • Bonina, C., Koskinen, K., Eaton, B., & Gawer, A. (2021), “Digital platforms for development: Foundations and research agenda,” Information Systems Journal, 31(6), pp.869-902. [https://doi.org/10.1111/isj.12326]
  • Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2019), The business of platforms: Strategy in the age of digital competition, innovation, and power, New York: HarperBusiness
  • Cusumano, M., Yoffie, D., & Gawer, A.(2020), “The future of platforms,” MIT Sloan Management Review. [https://doi.org/10.7551/mitpress/13768.003.0014]
  • Choi, D. S.(2011), “The Price Decision and Product Sales Approach of Digital Goods,” Korean Association of Business Education, 26(2), pp.465-488.
  • Choi, S. K., Moon, K. S., &Cho Y. H.(2021), “Neo-Monopolization of Global Business by Platform Business Giants,” Korean Academy of International Business Management, 25(2), pp.157-169.
  • Davis, F. D.(1989), “Perceived usefulness, perceived ease of use, and user acceptance of information technology,” MIS Quarterly, 13(3), pp.319-340. [https://doi.org/10.2307/249008]
  • De Reuver, M., Sørensen, C., & Basole, R. C. (2018), “The digital platform: a research agenda,” Journal of Information Technology, 33(2), pp.124-135. [https://doi.org/10.1057/s41265-016-0033-3]
  • Dobusch, L., & Sydow, J.(2011), “Path Dependent Platforms: A Process Perspective on Enterprise Ecosystem Governance,” Paper prepared for Workshop “The Role of Platforms for Enterprise Ecosystems” at the 41st annual GI conference INFORMATIK 2011. October 04-07, 2011, Berlin.
  • Eck, A., Uebernickel, F., and Walter, B.(2015), “The Generative Capacity of Digital Artifacts: A Mapping of the Field,” PACIS 2015 Proceedings. 231.
  • Eisenmann, T., Parker, G., and Alstyne, M. W. V. (2006), “Strategies for Two-Sided Markets,” Harvard Business Review, 84(10), pp.92-101.
  • Evans, P. C., & Gawer, A.(2016), “The rise of the platform enterprise: A global survey,” The Center for Global Enterprise. http://thecge.net/wp-content/uploads/2016/01/PDF-WEB-Platform-Survey_01_12.pdf
  • Folkmann, K., Hedman, J., & Avital, M.(2022), “A Typology of Digital Offerings,” Proceedings of the 55th Hawaii International Conference on System Sciences, pp.6382-6392. [https://doi.org/10.24251/HICSS.2022.774]
  • Gawer, A.(2009), Platforms, markets and innovation, Cheltenham: Edward Elgar Publishing. [https://doi.org/10.4337/9781849803311.00006]
  • Gawer, A.(2014), “Bridging differing perspectives on technological platforms: Toward an integrative framework,” Research Policy, 43(7), pp.1239-1249. [https://doi.org/10.1016/j.respol.2014.03.006]
  • Gawer, A. and Cusumano, M. A.(2008), “How Companies Become Platform Leaders,” MIT Sloan Management Review, 49(2), pp.27-35.
  • Ghazawneh, A., and Henfridsson, O.(2015), “A Paradigmatic Analysis of Digital Application Marketplaces,” Journal of Information Technology, 30(3), pp.198-208. [https://doi.org/10.1057/jit.2015.16]
  • Goldfarb, A., & Tucker, C.(2019), “Digital economics,” Journal of Economic Literature, 57(1), pp.3-43. [https://doi.org/10.1257/jel.20171452]
  • Han, J. and Cho, O. J.(2015), “Platform business Eco-model evolution: case study on Kakao Talk in Korea,” Journal of Open Innovation: Technology, Market, and Complexity, 1(1), pp.1-14. [https://doi.org/10.1186/s40852-015-0006-8]
  • Hagiu, A.(2006), “Multi-sided platforms: From microfoundations to design and expansion strategies,” Harvard Business School. Working Paper. http://hbswk.hbs.edu/faculty/ahagiu.html, [feb 03 2009]. [https://doi.org/10.2139/ssrn.955584]
  • Haziri, F., Chovancová, M., & Fetahu, F.(2019), “Game mechanics and aesthetics differences for tangible and intangible goods provided via social media,” In Proceedings of the International Conference on Business Excellence, 13(1), pp.772-783. [https://doi.org/10.2478/picbe-2019-0068]
  • Hendershott, T. and Zhang, J.(2006), “A model of direct and intermediated sales,” Journal of Economics & Management Strategy, 5(2), pp.276-316. [https://doi.org/10.1111/j.1530-9134.2006.00101.x]
  • Hui, K. L., & Chau, P. Y.(2002), “Classifying digital products,” Communications of the ACM, 45(6), pp.73-79. [https://doi.org/10.1145/508448.508451]
  • Jang, K. Y., & Oh, J. S.(2013), “A Study on Platform Strategies of Korean First Mobile Instant Messenger KakaoTalk,” Asia-Pacific Journal of Business Venturing and Entrepreneurship, 8(4), pp.49-56. [https://doi.org/10.16972/apjbve.8.4.201312.49]
  • Jung, Y. S.(2022), “A Case Study on Naver’s Global Management - Naver Dreams of Conquering the World Through Technology,” Korea Business Review, 26(1), p.83-100. [https://doi.org/10.17287/kbr.2022.26.1.83]
  • Kang, H. G., Kang C. M., & Jeon, S. M.(2022), “An Innovative Framework to Classify Online Platforms,” The Journal of Information Systems, 31(1), pp.59-90.
  • Katz, M. L., & Shapiro, C.(1985), “Network externalities, competition, and compatibility,” The AmericanEeconomic Review, 75(3), pp.424-440.
  • Kenney, M., & Zysman, J.(2016), “The rise of the platform economy,” Issues in Science and Technology, 32(3), pp.61-71.
  • Koiso-Kanttila, V(2004), “Digital content marketing: a literature synthesis,” Journal of Marketing Management, 20, pp.45-65. [https://doi.org/10.1362/026725704773041122]
  • Li, S., Liu, Y., & Bandyopadhyay, S.(2010), “Network effects in online two-sided market platforms: A research note,” Decision Support Systems, 49(2), pp.245-249. [https://doi.org/10.1016/j.dss.2010.02.004]
  • Mamonov, S.(2023), “Digital Platform Strategy-A Systematic Critical Review,” Proceedings of the 56th Hawaii International Conference on System Sciences, pp.4781-4790. [https://doi.org/10.24251/HICSS.2023.582]
  • Park H., Baek H. J., & Jung K. H.(2014) “LINE, Naver’s Gloabal Platform,” Korea Business Review, 18(3), pp.99-124.
  • Park, S. H., Kim, M. R., & Kim S.Y.(2022), “A Case Study on the Business Ecosystem of Kakao:Kakao’s Value Proposition for a Better World,” Korea Business Review, 26(4), pp.1-21. [https://doi.org/10.17287/kbr.2022.26.4.1]
  • Ross, J. W., C. M. Beath, & M. Mocker(2019), “Designed for Digital: How to Architect your Business for Sustained Success,” MIT Press, Cambridge, Massachusetts Institute of Technology. [https://doi.org/10.7551/mitpress/12188.001.0001]
  • Ruutu, S., Casey, T., & Kotovirta, V.(2017), “Development and competition of digital service platforms: A system dynamics approach,” Technological Forecasting and Social Change, 117, pp.119-130. [https://doi.org/10.1016/j.techfore.2016.12.011]
  • Ryu, M. H.(2017), “Key Success Factors of Local Internet Platform: The Case of NAVER,” Information Society & Media, 18(3), pp.121-139.
  • Saadatmand, F., Lindgren, R., & Schultze, U.(2019), “Configurations of platform organizations: Implications for complementor engagement,” Research Policy, 48(8). [https://doi.org/10.1016/j.respol.2019.03.015]
  • Smedlund, A. and Faghankhani, H.(2015). “Platform Orchestration for Efficiency, Development and Innovation,” in Proceedings of 48th Hawaii International Conference on System Sciences (HICSS), Annual Hawaii International Conference on System Sciences, Proceedings, IEEE Computer Society, pp.1380-1388, [https://doi.org/10.1109/HICSS.2015.169]
  • Stallkamp, M., & Schotter, A. P.(2021), “Platforms without borders? The international strategies of digital platform firms,” Global Strategy Journal, 11(1), pp.58-80. [https://doi.org/10.1002/gsj.1336]
  • Staykova, K. S., & Damsgaard, J(2015), “A Typology of Multi-sided Platforms: The Core and the Periphery,” ECIS 2015 Proceedings Association for Information Systems. [https://doi.org/10.18151/7217486]
  • Staykova, K. S., & Damsgaard, J.(2017), “Towards an integrated view of multi-sided platforms evolution,” ICIS 2017 Proceedings. 13.
  • Tan, F. T.C., Pan, S. L., and Liu, J.U.(2016), “Towards a Self-Organizing Digital Business Ecosystem: Examining IT-Enabled Boundary Spanning Practice of China’s LeEco,” in Proceedings of International Conference on Information Systems, Dublin, Ireland.
  • Täuscher, K., & Laudien, S. M.(2018), “Understanding platform business models: A mixed methods study of marketplaces,” European Management Journal, 36(3), pp.319-329. [https://doi.org/10.1016/j.emj.2017.06.005]
  • Tilson, D., Sørensen, C. and Lyytinen, K.(2012), “Change and Control Paradoxes in Mobile Infrastructure Innovation: The Android and iOS Mobile Operating Systems Cases,” In: 45th Hawaii International Conference on System Science (HICSS 45), Maui, HI. [https://doi.org/10.1109/HICSS.2012.149]
  • Tiwana, A., and Konsynski, B.(2010), “Complementarities Between Organizational IT Architecture and Governance Structure,” Information Systems Research, 21(2), pp.288-304. [https://doi.org/10.1287/isre.1080.0206]
  • Trabucchi, D., & Buganza, T. (2020), “Fostering digital platform innovation: From two to multi-sided platforms,” Creativity and Innovation Management, 29(2), pp.345-358. [https://doi.org/10.1111/caim.12320]
  • Trabucchi, D., Talenti, L., & Buganza, T.(2019). “How do Big Bang Disruptors look like? A business model perspective,” Technological Forecasting and Social Change, 141, pp.330-340. [https://doi.org/10.1016/j.techfore.2019.01.009]
  • UNCTAD(2022), “Digital Economy Report Pacific Edition: Chapter III. Digital Platforms,” E-commerce and Value Creation and Capture, pp.37-67
  • Tiwana, A.(2014), “Platform ecosystems, Aligning architecture, governance, and strategy,” Amsterdam: Morgan Kaufmann.
  • Watanabe, C., Naveed, K., Neittaanmäki, P., and Fox, B.(2017), “Consolidated challenge to social demand for resilient platforms-lessons from Uber's global expansion,” Technology in Society, 48, pp.33-53. [https://doi.org/10.1016/j.techsoc.2016.10.006]
  • Yin, R. K.(2013), Case study research: Design and methods, Thousand Oaks, CA: Sage Publications.

∙ The author Miri Kim is currently working as a lecturer at Department of Business Administration at Sogang University. She received her M.S and Ph.D. in Business Administration from Sogang University. Her research interests include management of technology, innovation strategy, and IT service management.

∙ The author Sangyoo Kim is a co-author, currently works at Industrial Bank of Korea in South Korea. She received her Ph.D. in Business Administration from Sogang University. Her research interests include digital platform, platform ecosystem, financial innovation, and service management.

∙ The author Soo Hyun Park is earned a Master's degree in Business Administration from the College of Business at Sogang University, specializing in Global Service Management. Currently, she is pursuing a Ph.D. in Business Administration with a major in LSOM (Logistics Service Operation Management) at the Graduate School of Sogang University. She is also employed as a lecturer in the Department of Business Administration at Sogang University. Her main areas of teaching and research include technology management and innovation strategies.

∙ The author Byoung-Chun Ha is a Full Professor in Logistics, Service and Operations Management and the Associate Dean of Undergraduate Program at Sogang Business School, Sogang University. He earned his B.A. in Business Administration from Sogang University. He received his MBA and Ph.D. in Logistics and Operations Management from the George Washington University, Washington DC. His research interests are in the fields of logistics, supply chain and operations management.

∙ The author Kilsun Kim is a Professor at Sogang University. Prior to joining Sogang, he taught at Middle Tennessee State University. He received his Ph.D. and MBA degrees from the University of Illinois at Urbana-Champaign, and BA in Business Administration from Sogang University. His research interests are in management of technology, and product and service innovation.