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

Author

Listed:
  • Nabyla Daidj

    (IMT-BS - TIM - Département Technologies, Information & 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)

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.

Suggested Citation

  • Nabyla Daidj & Thierry Delécolle & Cédric Diridollou, 2022. "Towards the transformation of technological platforms’ business models: the Uber example," Post-Print hal-02886610, HAL.
    • Handle: RePEc:hal:journl:hal-02886610
    DOI: 10.1504/IJESB.2022.10051560
    as

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