Journal article 240 views 44 downloads
Digital Transformation of Incumbent Pipeline Firms through Platformization
International Journal of Electronic Commerce, Volume: 28, Issue: 2, Pages: 186 - 216
Swansea University Author: Yogesh Dwivedi
-
PDF | Version of Record
© 2024 The Author(s). This is an Open Access article distributed under the terms of the Creative Commons Attribution License.
Download (3.89MB)
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...
Published in: | International Journal of Electronic Commerce |
---|---|
ISSN: | 1086-4415 1557-9301 |
Published: |
Informa UK Limited
2024
|
Online Access: |
Check full text
|
URI: | https://cronfa.swan.ac.uk/Record/cronfa65728 |
first_indexed |
2024-03-03T05:18:12Z |
---|---|
last_indexed |
2024-11-25T14:16:43Z |
id |
cronfa65728 |
recordtype |
SURis |
fullrecord |
<?xml version="1.0"?><rfc1807><datestamp>2024-05-31T18:08:50.9535073</datestamp><bib-version>v2</bib-version><id>65728</id><entry>2024-03-03</entry><title>Digital Transformation of Incumbent Pipeline Firms through Platformization</title><swanseaauthors><author><sid>d154596e71b99ad1285563c8fdd373d7</sid><firstname>Yogesh</firstname><surname>Dwivedi</surname><name>Yogesh Dwivedi</name><active>true</active><ethesisStudent>false</ethesisStudent></author></swanseaauthors><date>2024-03-03</date><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 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.</abstract><type>Journal Article</type><journal>International Journal of Electronic Commerce</journal><volume>28</volume><journalNumber>2</journalNumber><paginationStart>186</paginationStart><paginationEnd>216</paginationEnd><publisher>Informa UK Limited</publisher><placeOfPublication/><isbnPrint/><isbnElectronic/><issnPrint>1086-4415</issnPrint><issnElectronic>1557-9301</issnElectronic><keywords>Digital platformization; digital transformation; structural modeling; pipeline firms; e-business; digital webs</keywords><publishedDay>14</publishedDay><publishedMonth>5</publishedMonth><publishedYear>2024</publishedYear><publishedDate>2024-05-14</publishedDate><doi>10.1080/10864415.2024.2332047</doi><url/><notes/><college>COLLEGE NANME</college><CollegeCode>COLLEGE CODE</CollegeCode><institution>Swansea University</institution><apcterm>SU Library paid the OA fee (TA Institutional Deal)</apcterm><funders>Swansea University</funders><projectreference/><lastEdited>2024-05-31T18:08:50.9535073</lastEdited><Created>2024-03-03T05:04:52.4727272</Created><path><level id="1">Faculty of Humanities and Social Sciences</level><level id="2">School of Management - Business Management</level></path><authors><author><firstname>Divya</firstname><surname>Sharma</surname><order>1</order></author><author><firstname>Neetu</firstname><surname>Yadav</surname><order>2</order></author><author><firstname>Yogesh</firstname><surname>Dwivedi</surname><order>3</order></author><author><firstname>Mihalis</firstname><surname>Giannakis</surname><order>4</order></author></authors><documents><document><filename>65728__30510__c19e74afe6b64a0ba8d80098d8ce836a.pdf</filename><originalFilename>65728.VoR.pdf</originalFilename><uploaded>2024-05-31T17:44:43.3017302</uploaded><type>Output</type><contentLength>4080978</contentLength><contentType>application/pdf</contentType><version>Version of Record</version><cronfaStatus>true</cronfaStatus><documentNotes>© 2024 The Author(s). This is an Open Access article distributed under the terms of the Creative Commons Attribution License.</documentNotes><copyrightCorrect>true</copyrightCorrect><language>eng</language><licence>http://creativecommons.org/licenses/by/4.0/</licence></document></documents><OutputDurs/></rfc1807> |
spelling |
2024-05-31T18:08:50.9535073 v2 65728 2024-03-03 Digital Transformation of Incumbent Pipeline Firms through Platformization d154596e71b99ad1285563c8fdd373d7 Yogesh Dwivedi Yogesh Dwivedi true false 2024-03-03 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 COLLEGE CODE 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 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 |
hierarchytype |
|
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 |
2024-05-14T08:28:33Z |
_version_ |
1823567735622205440 |
score |
11.049513 |