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Product-centric Information Management: A Case Study of a Shared Platform with Blockchain Technology

Author

Listed:
  • Mattila, Juri
  • Seppälä, Timo
  • Holmström, Jan

Abstract

Product-centric information management is a key concept in understanding the interoperability between increasingly intelligent and autonomous goods in distributed computing architectures. In the same way as consumers are an important source of data in contemporary platforms, products — especially durable and capital goods — can be considered equally valuable for industries that have not yet been platformatized. By exploiting a blockchain technology approach, this paper makes an effort to combine product-centric information management with platform literature in order to understand possible development trajectories for multi-sided platforms, across industry sectors. Through a novel perspective, this paper offers new insights into product-centric information management and shows that blockchain technology can have interesting and useful applications in the architectural design of industrial platforms. The paper concludes with some managerial implications about the nature of multi-sided markets for durable and capital goods. Furthermore, some policy implications are presented regarding the free flowing of information, as well as the role of the public authority in fostering platform development. Though the examination of an inductive case study, this paper aims to provide a clearer understanding on the ambiguous phenomenon of blockchain technology. The formulation of this particular case study will also assist other scholars in presenting their respective use cases in later studies. Furthermore, the presented case study will also prepare scholars for the complexities that companies face when designing blockchain-based applications and architectures. This paper suggests that understanding blockchain technology is essential when considering the implementation of the product-centric information management approach in practice. The inductive case study herein provides some bottom-up evidence suggesting that companies operating in the markets for durable and capital goods could build multi-sided platforms as a response to the prevalent consumer-centric platform trajectory. For practitioners, our detailed argumentation suggest that companies should consider use cases very carefully to determine which technology generates the broadest network effects in each particular situation.

Suggested Citation

  • Mattila, Juri & Seppälä, Timo & Holmström, Jan, 2016. "Product-centric Information Management: A Case Study of a Shared Platform with Blockchain Technology," UCAIS Berkeley Roundtable on the International Economy, Working Paper Series qt65s5s4b2, UCAIS Berkeley Roundtable on the International Economy, UC Berkeley.
  • Handle: RePEc:cdl:ucbrie:qt65s5s4b2
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    References listed on IDEAS

    as
    1. Aitken, James & Childerhouse, Paul & Towill, Denis, 2003. "The impact of product life cycle on supply chain strategy," International Journal of Production Economics, Elsevier, vol. 85(2), pages 127-140, August.
    2. Jean‐Charles Rochet & Jean Tirole, 2006. "Two‐sided markets: a progress report," RAND Journal of Economics, RAND Corporation, vol. 37(3), pages 645-667, September.
    3. Jean-Charles Rochet & Jean Tirole, 2014. "Platform Competition in Two-Sided Markets," CPI Journal, Competition Policy International, vol. 10.
    4. Geoffrey G. Parker & Marshall W. Van Alstyne, 2005. "Two-Sided Network Effects: A Theory of Information Product Design," Management Science, INFORMS, vol. 51(10), pages 1494-1504, October.
    5. Hagiu, Andrei & Wright, Julian, 2015. "Multi-sided platforms," International Journal of Industrial Organization, Elsevier, vol. 43(C), pages 162-174.
    6. Kenney, Martin & Pon, Bryan, 2011. "Structuring the Smartphone Industry. Is the Mobile Internet OS Platform the Key?," Discussion Papers 1238, The Research Institute of the Finnish Economy.
    7. Dahlander, Linus & Wallin, Martin W., 2006. "A man on the inside: Unlocking communities as complementary assets," Research Policy, Elsevier, vol. 35(8), pages 1243-1259, October.
    8. Annabelle Gawer & Rebecca Henderson, 2007. "Platform Owner Entry and Innovation in Complementary Markets: Evidence from Intel," Journal of Economics & Management Strategy, Wiley Blackwell, vol. 16(1), pages 1-34, March.
    9. Martin Kenney & Bryan Pon, 2011. "Structuring the Smartphone Industry: Is the Mobile Internet OS Platform the Key?," Journal of Industry, Competition and Trade, Springer, vol. 11(3), pages 239-261, September.
    10. Michael L. Katz & Carl Shapiro, 1994. "Systems Competition and Network Effects," Journal of Economic Perspectives, American Economic Association, vol. 8(2), pages 93-115, Spring.
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