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Digital Transformation of Incumbent Pipeline Firms through Platformization

Divya Sharma, Neetu Yadav, Yogesh Dwivedi Orcid Logo, Mihalis Giannakis

International Journal of Electronic Commerce, Volume: 28, Issue: 2, Pages: 186 - 216

Swansea University Author: Yogesh Dwivedi Orcid Logo

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DOI (Published version): 10.1080/10864415.2024.2332047

Abstract

Advancements in digital technology necessitate a shift from traditional linear buyer-supplier value chains to a network-centric approach facilitated by digital platforms. Despite digital platforms being a dominant model for transformation, limited research has explored the enablers for incumbent pip...

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Published in: International Journal of Electronic Commerce
ISSN: 1086-4415 1557-9301
Published: Informa UK Limited 2024
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URI: https://cronfa.swan.ac.uk/Record/cronfa65728
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spelling v2 65728 2024-03-03 Digital Transformation of Incumbent Pipeline Firms through Platformization d154596e71b99ad1285563c8fdd373d7 0000-0002-5547-9990 Yogesh Dwivedi Yogesh Dwivedi true false 2024-03-03 CBAE Advancements in digital technology necessitate a shift from traditional linear buyer-supplier value chains to a network-centric approach facilitated by digital platforms. Despite digital platforms being a dominant model for transformation, limited research has explored the enablers for incumbent pipeline firms to embrace platformization. To address this gap, this study reviews existing literature on digital transformation, identifying nine enablers for digital platformization: changing client behavior, information technology (IT) capabilities development, structural efficiencies, disruptive competitive forces, scope advantages, economic triggers, disruptive third-party technology, creation of autonomous corporate structures, and regulatory compliance. Case studies of platformization in diverse industries are analyzed using the modified total interpretive structural modeling (m-TISM) approach, resulting in a hierarchical model with five levels. This model delineates interrelationships among trigger events, external enablers, internal organizational enablers, process enablers, and outcome drivers. Furthermore, the study highlights that the creation and extraction of value from digital platforms are operationalized through e-business strategies, contributing insights to e-business literature by discussing the implications of these enablers on dimensions such as commerce, collaboration, communication, connection, and computing. Journal Article International Journal of Electronic Commerce 28 2 186 216 Informa UK Limited 1086-4415 1557-9301 Digital platformization; digital transformation; structural modeling; pipeline firms; e-business; digital webs 14 5 2024 2024-05-14 10.1080/10864415.2024.2332047 COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University SU Library paid the OA fee (TA Institutional Deal) Swansea University 2024-05-31T18:08:50.9535073 2024-03-03T05:04:52.4727272 Faculty of Humanities and Social Sciences School of Management - Business Management Divya Sharma 1 Neetu Yadav 2 Yogesh Dwivedi 0000-0002-5547-9990 3 Mihalis Giannakis 4 65728__30510__c19e74afe6b64a0ba8d80098d8ce836a.pdf 65728.VoR.pdf 2024-05-31T17:44:43.3017302 Output 4080978 application/pdf Version of Record true © 2024 The Author(s). This is an Open Access article distributed under the terms of the Creative Commons Attribution License. true eng http://creativecommons.org/licenses/by/4.0/
title Digital Transformation of Incumbent Pipeline Firms through Platformization
spellingShingle Digital Transformation of Incumbent Pipeline Firms through Platformization
Yogesh Dwivedi
title_short Digital Transformation of Incumbent Pipeline Firms through Platformization
title_full Digital Transformation of Incumbent Pipeline Firms through Platformization
title_fullStr Digital Transformation of Incumbent Pipeline Firms through Platformization
title_full_unstemmed Digital Transformation of Incumbent Pipeline Firms through Platformization
title_sort Digital Transformation of Incumbent Pipeline Firms through Platformization
author_id_str_mv d154596e71b99ad1285563c8fdd373d7
author_id_fullname_str_mv d154596e71b99ad1285563c8fdd373d7_***_Yogesh Dwivedi
author Yogesh Dwivedi
author2 Divya Sharma
Neetu Yadav
Yogesh Dwivedi
Mihalis Giannakis
format Journal article
container_title International Journal of Electronic Commerce
container_volume 28
container_issue 2
container_start_page 186
publishDate 2024
institution Swansea University
issn 1086-4415
1557-9301
doi_str_mv 10.1080/10864415.2024.2332047
publisher Informa UK Limited
college_str Faculty of Humanities and Social Sciences
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hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 1
active_str 0
description Advancements in digital technology necessitate a shift from traditional linear buyer-supplier value chains to a network-centric approach facilitated by digital platforms. Despite digital platforms being a dominant model for transformation, limited research has explored the enablers for incumbent pipeline firms to embrace platformization. To address this gap, this study reviews existing literature on digital transformation, identifying nine enablers for digital platformization: changing client behavior, information technology (IT) capabilities development, structural efficiencies, disruptive competitive forces, scope advantages, economic triggers, disruptive third-party technology, creation of autonomous corporate structures, and regulatory compliance. Case studies of platformization in diverse industries are analyzed using the modified total interpretive structural modeling (m-TISM) approach, resulting in a hierarchical model with five levels. This model delineates interrelationships among trigger events, external enablers, internal organizational enablers, process enablers, and outcome drivers. Furthermore, the study highlights that the creation and extraction of value from digital platforms are operationalized through e-business strategies, contributing insights to e-business literature by discussing the implications of these enablers on dimensions such as commerce, collaboration, communication, connection, and computing.
published_date 2024-05-14T18:08:49Z
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