Towards the transformation of technological platforms’ business models: the Uber example

Nabyla Daidj (), Thierry Delécolle and Cédric Diridollou
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Nabyla Daidj: IMT-BS - TIM - Département Technologies, Information & Management - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris]
Thierry Delécolle: PULV - Pôle Universitaire Léonard de Vinci
Cédric Diridollou: ISC Paris - Institut Supérieur du Commerce de Paris

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Abstract: This research aims to understand whether and how dynamic capabilities play a key role in the transformation of platforms' business models. The analysis is based on the case of Uber, a major company in the sharing-economy transportation market. It is shown that this company is characterised by a dynamic business model, whose evolution comprises three phases corresponding to the dynamic capabilities' framework: the sensing phase (value creation), the seizing phase (iterative creation of the business model itself) and the transformation phase. A simple platform for connecting drivers and private individuals at the time of its creation, Uber is now a multi-sided technological platform, putting data at the centre of its value creation model.

Keywords: Platform; Business model; Big data; Value creation; Uber; Dynamic capabilities; Sustainable Development Goals (search for similar items in EconPapers)
Date: 2022
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Published in International Journal of Entrepreneurship and Small Business, 2022, Special Issue on: Issues in Investment and Financing Decisions, 47 (2/3), pp.269-283. ⟨10.1504/IJESB.2022.10051560⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02886610

DOI: 10.1504/IJESB.2022.10051560

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