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Quel leader et business model ouvert pour les écosystèmes-plateformes de type NFC ?

Listed author(s):
  • Amel Attour

    ()

    (GREDEG - Groupe de Recherche en Droit, Economie et Gestion - UNS - Université Nice Sophia Antipolis - CNRS - Centre National de la Recherche Scientifique)

Registered author(s):

    Résumé. Cet article s'intéresse aux écosystèmes de type 'plateformes' (Koenig, 2012). Il focalise en particulier sur le cas d'écosystèmes naissants où le leader et la plateforme pivot ne sont pas préalablement identifiés. Il applique pour cela les méthodes de prototypage stratégique (Chanal et al. 2011) au cas d'un écosystème du Near Field Communication naissant dont il caractérise le business model. A l'appui d'un cadre théorique mobilisant la littérature sur les stratégies de plateforme et les business model ouverts, les analyses de la proposition de valeur et de l'architecture de valeur du cas NFCampus permettent de montrer premièrement que l'émergence des écosystèmes du NFC relève de l'articulation de deux types de plateformes pivots telles qu'elles sont définies par Boudreau et Lakhani (2009). Comme le montre deuxièmement cet article, le positionnement dans le rôle leader d'un acteur pivot est identifié à travers le business model ouvert (BMO) et le rôle de sa plateforme. L'acteur identifié leader à la naissance de l'écosystème peut en revanche être détrôné en phases d'expansion et d'autorité (après diffusion de l'innovation auprès des utilisateurs finaux).

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    File URL: https://halshs.archives-ouvertes.fr/halshs-01104079/document
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    Date of creation: Nov 2014
    Publication status: Published in Management & Avenir, INSEEC/Management Prospective Ed. 2014, 73, pp.33-53. <10.3917/mav.073.0033>
    Handle: RePEc:hal:journl:halshs-01104079
    DOI: 10.3917/mav.073.0033
    Note: View the original document on HAL open archive server: https://halshs.archives-ouvertes.fr/halshs-01104079
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