Jørgen Veisdal

Business Strategy and the Environment (BSE) 34(6) s. 7752-7766 Doi: https://doi.org/10.1002/bse.4369

In maritime industries, transitioning to circular supply chains for the sourcing of components and materials is considered an important step in the direction of more environmentally sustainable means of production. Multi-sided platforms (MSPs) have previously been proposed as a promising technology for enabling industries to coordinate toward new paradigms such as the circular economy (CE). This novel study investigates the strategic challenges faced by managers looking to establish an MSP for trade in used components and materials in the Norwegian shipbuilding industry. From data gathered in workshops and interviews with key stakeholders, the paper finds that the characteristics of goods, the strength of incentives, and the necessity of complementors are key considerations to coordination around CE practices through an MSP. Based on these findings, we develop a conceptual model aimed at assisting managers in identifying and evaluating the attractiveness of goods for trade through MSPs in the circular value chain context.

De Gruyter Handbook of Digital Entrepreneurship s. 371-393 Doi: https://doi.org/10.1515/9783110764222-018

Journal of Marketing Analytics Doi: https://doi.org/10.1057/s41270-024-00296-0

In the context of multi-sided platform (MSP) literature, the strategic use of first-party content is well established. In these contexts, consumers’ value perceptions of first- and third-party content is assumed to be equivalent. In the marketing literature, however, it is generally accepted that the perceived value of products from store brands is significantly lower than products from manufacturer brands. This study investigates whether the same difference exists among consumers on a multi-sided platform. The study finds that consumers perceive products sold by the platform as delivering significantly less value than substitutes from third-party brands, and that this difference persists independently of price. The implications of the findings for managers and marketers are that (i) first-party content strategies on MSPs are limited by consumers’ value perceptions. This implies that (ii) managers should calibrate their first-party content strategies according to target customers’ preferences and that (iii) in their analytics, marketers should distinguish between first- and third-party content.

Competition Policy International

While the term “platform” is ubiquitous in everyday language, its precise definition in the context of topics related to competition, policy and antitrust still remains ambiguous. This arguably for technical reasons which are trivial to grasp but seemingly difficult to communicate en masse. When political leaders take aim at regulating “platforms,” precisely which types of services are they talking about? Do Microsoft’s platforms warrant the same attention from regulators as Meta’s or Alphabet’s? Technically, what distinguishes one from the other and what are the implications of the differences for policy makers? This paper takes aim at clarifying what, technically, constitutes a “platform” that is interesting from the perspective of competition and policy.

Norsk arbeidsliv mot 2050. Muligheter og trusler. s. 65-88