Julia Fehrer

A systemic logic for platform business models

The purpose of this paper is to introduce a new business model logic, highlighting value processes in and properties of platform business models to inform business model thinking from a systemic and dynamic perspective. It challenges the idea of firms managing, influencing and controlling entire activity systems.,The study traces the evolution of different approaches to business models and assesses theories that explain value cocreation and systemic value capture to develop a new business model logic.,Business model thinking has evolved away from Porter’s value chain to a new logic based on open networks and platforms. This study develops a framework for understanding platform business models from a systemic perspective. Derived from service-dominant logic, this new business model logic responds to phenomena in contemporary business environments characterized by increasing connectivity and sociality among actors.,The framework, developed from an extensive body of business model literature, has yet to be subjected to empirical investigation. Future research may involve the exploration of business model design processes and business model innovation from a systemic perspective.,Managers who aim to design their business models based on the logic of platform businesses require an understanding of their organization’s collaboration potential, technological interfaces and potential to leverage network relationships. This research guides start-ups and incumbents to evaluate their platform potential.,This study systematically emancipates the business model logic from a firm-centered, inside-out perspective, focuses on network relationships beyond the customer–firm dyad, explains value processes beyond organizational borders and rethinks value capture from a systemic perspective.

Dynamics and drivers of customer engagement: within the dyad and beyond

The purpose of this paper is to extend existing engagement research in two directions: first, it operationalizes the dynamic nature of the engagement process within a customer-brand dyad and, second, it tests the interrelationships with other network actors in a triadic network setting.,A 2×2 experimental design models the iterative nature of the engagement process based on repeated measures at three points in time, considering the contextual effects of connections with other customers and crowding-in effects based on monetary incentives.,This research demonstrates that in a utilitarian service setting, customer engagement does not emerge per se in the dyadic interaction between the customer and the brand. For high levels of engagement behavior to occur, incentives and ties to other network actors are essential. Further, the findings suggest a non-linear relationship between engagement behavior and its antecedents and consequences: engagement behavior must overcome a certain intensity threshold to unfold its effect.,Further research is needed to explore the dynamic nature of the engagement process in experiential and interactive service settings, and more complex network settings that may involve more actors and more complex relationships.,By facilitating connections between customers and compensating for low intrinsic interest, managers can facilitate actual engagement behavior even in utilitarian service contexts. Once engagement behavior has been triggered, an increased engagement disposition, higher satisfaction, higher involvement and higher loyalty follow.,This study empirically tests the dynamic nature of the engagement process within and beyond the dyad, and has revealed a non-linear pattern of customer engagement behavior within its nomological network.