Authors: Nabyla Daidj; Thierry Delécolle; Cédric Diridollou
Addresses: LITEM, Univ Evry, IMT-BS, Université Paris-Saclay, 91025 Évry, France ' Léonard de Vinci Pôle Universitaire, Research Center, 92 916 Paris La Défense, France ' ISC Paris, 75017, Paris, France
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.
Keywords: platform; business model; big data; value creation; dynamic capabilities; Uber.
International Journal of Entrepreneurship and Small Business, 2022 Vol.47 No.2/3, pp.269 - 283
Received: 18 May 2021
Accepted: 26 Oct 2021
Published online: 03 Nov 2022 *