Technology-enabled multi-sided platforms in B2B relationships: A critical analysis and directions for future research

A. S. Patrucco, D. Trabucchi, T. Buganza, L. Muzellec and S. Ronteau ()
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S. Ronteau: Audencia Business School

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Abstract: The concept of Multi-Sided Platforms (MSPs) has significantly impacted the management field by facilitating interactions between distinct, interdependent groups, revolutionizing numerous industries. While extensive research has examined platform models, further exploration of MSPs in Business-to-Business (B2B) settings, particularly at the supply chain level, remains necessary. This paper critically examines the role of technology-enabled MSPs within B2B environments, highlighting their distinct challenges and opportunities for supply chain ecosystems. We review existing literature on B2B platforms, classifying studies according to the main platform typologies: transactional, innovation, and orthogonal. We identify three key roles these platforms play in supply chain management: enabling information sharing and collaboration, enhancing existing processes, and supporting transformation. Additionally, we investigate five central themes in B2B relationships: power dynamics and governance, resource allocation and optimization, communication dynamics, competence development and learning, and resilience and adaptability. The findings underscore the transformative potential of MSPs in B2B contexts, particularly in driving innovation, improving operational efficiencies, and creating new forms of value. These insights also serve to introduce the eight papers in this special issue and frame three propositions for future research.

Keywords: Platforms; Multi-sided; Relationship management; Supply chain management (search for similar items in EconPapers)
Date: 2024-09
Note: View the original document on HAL open archive server: https://hal.science/hal-04703271v1
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Published in Industrial Marketing Management, 2024, 122 (October 2024), ⟨10.1016/j.indmarman.2024.08.012⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04703271

DOI: 10.1016/j.indmarman.2024.08.012

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