Platform Ecosystems is a hands-on guide that offers a complete roadmap for designing and orchestrating vibrant software platform ecosystems. Unlike software products that are managed, the evolution of ecosystems and their myriad participants must be orchestrated through a thoughtful alignment of architecture and governance. Whether you are an IT professional or a general manager, you will benefit from this book because platform strategy here lies at the intersection of software architecture and business strategy. It offers actionable tools to develop your own platform strategy, backed by original research, tangible metrics, rich data, and cases. You will learn how architectural choices create organically-evolvable, vibrant ecosystems. You will also learn to apply state-of-the-art research in software engineering, strategy, and evolutionary biology to leverage ecosystem dynamics unique to platforms. Read this book to learn how to: Evolve software products and services into vibrant platform ecosystems Orchestrate platform architecture and governance to sustain competitive advantage Govern platform evolution using a powerful 3-dimensional framework If you’re ready to transform platform strategy from newspaper gossip and business school theory to real-world competitive advantage, start right here! Understand how architecture and strategy are inseparably intertwined in platform ecosystems Architect future-proof platforms and apps and amplify these choices through governance Evolve platforms, apps, and entire ecosystems into vibrant successes and spot platform opportunities in almost any—not just IT—industry

This book analyzes questions of platform bias, algorithmic filtering and ranking of Internet speech, and declining perceptions of online freedom. Courts have intervened against unfair platforms in important cases, but they have deferred to private sector decisions in many others, particularly in the United States. The First Amendment, human rights law, competition law, Section 230 of the Communications Decency Act, and an array of state and foreign laws address bad faith conduct by Internet platforms or other commercial actors. Arguing that the problem of platform neutrality is similar to the net neutrality problem, the book discusses the assault on freedom of speech that emerges from public-private partnerships. The book draws parallels between U.S. constitutional and statutory doctrines relating to shared spaces and the teachings of international human rights bodies relating to the responsibilities of private actors. It also connects the dots between new rights to appeal account or post removals under the Digital Services Act of the European Union and a variety of fair treatment obligations of platforms under American and European competition laws, “public accommodations” laws, and public utilities laws. Analyzing artificial intelligence (AI) regulation from the point of view of social-media and video-platform users, the book explores overlaps between European and U.S. efforts to limit algorithmic censorship or “shadow-banning”. The book will be of interest to students and scholars in the field of cyberlaw, the law of emerging technologies and AI law.

Design and build Internal Developer Platforms (IDPs) with future-oriented design strategies, using the Platform as a Product mindset Key Features Learn how to design platforms that create value and drive user adoption Benefit from expert techniques for shifting to a product-centric mindset as an architect and platform team Implement best practices to understand platform complexity, manage technical debt, and ensure its evolution Purchase of the print or Kindle book includes a free PDF eBook Book DescriptionThe rapid pace of technological advancements, the shortage of IT talent, and the complexity of modern systems highlight the need for structured guidance in building resilient, user-centric platforms for cloud-native environments. This book empowers platform engineers and architects to implement value-driven internal development platforms. You’ll learn how to identify end users, understand their challenges, and define the purpose of a platform, with a focus on self-service solutions for modern cloud-native software development, delivery, and operations. The book incorporates real-world examples of building platforms within and for the cloud, leveraging the power of Kubernetes. You’ll learn how adopting a product mindset for architecting and building platforms helps foster successful platform engineering teams. This emphasizes early end-user involvement and provides a framework that gives you the flexibility to easily adapt and extend for future use cases. The book also offers insights into building a sustainable platform without accumulating technical debt. By the end of this book, you’ll be able to drive the design, definition, and implementation of platform capabilities as a product that aligns with your organizational requirements and strategy.What you will learn Make informed decisions based on your organization's platform needs Identify missing platform capabilities and technical debt Develop a critical user journey through your platform capabilities Define the purpose, principles, and key performance indicators (KPIs) for your platform Utilize relevant data points for making data-driven product decisions Implement your own platform reference and target architectures Who this book is for This book is for platform architects and solutions architects seeking to enhance their skills in designing and building a platform as a product. It also offers valuable insights for decision-makers, platform engineers, and DevOps professionals. While familiarity with cloud-native concepts, CI/CD, and Kubernetes is beneficial, the book builds on these topics to address self-service, cost management, and technical debt. It’s particularly suited to experts tackling the challenge of integrating diverse domains to create effective internal developer platforms with top-notch operational readiness.

"Containing cases decided by the Supreme Court of Pennsylvania." (varies)

With the rise of digital platforms and the natural tendency of markets involving platforms to become concentrated, competition authorities and courts are more frequently in a position to investigate and decide merger and abuse cases that involve platforms. This report provides guidance on how to define markets and on how to assess market power when dealing with two-sided platforms. DEFINITION Competition authorities and courts are well advised to uniformly use a multi-markets approach when defining markets in the context of two-sided platforms. The multi-markets approach is the more flexible instrument compared to the competing single-market approach that defines a single market for both sides of a platform, as the former naturally accounts for different substitution possibilities by the user groups on the two sides of the platform. While one might think of conditions under which a single-market approach could be feasible, the necessary conditions are so severe that it would only be applicable under rare circumstances. To fully appreciate business activities in platform markets from a competition law point of view, and to do justice to competition law’s purpose, which is to protect consumer welfare, the legal concept of a “market” should not be interpreted as requiring a price to be paid by one party to the other. It is not sufficient to consider the activities on the “unpaid side” of the platform only indirectly by way of including them in the competition law analysis of the “paid side” of the platform. Such an approach would exclude certain activities and ensuing positive or negative effects on consumer welfare altogether from the radar of competition law. Instead, competition practice should recognize straightforwardly that there can be “markets” for products offered free of charge, i.e. without monetary consideration by those who receive the product. ASSESSMENT The application of competition law often requires an assessment of market power. Using market shares as indicators of market power, in addition to all the difficulties in standard markets, raises further issues for two-sided platforms. When calculating revenue shares, the only reasonable option is to use the sum of revenues on all sides of the platform. Then, such shares should not be interpreted as market shares as they are aggregated over two interdependent markets. Large revenue shares appear to be a meaningful indicator of market power if all undertakings under consideration serve the same sides. However, they are often not meaningful if undertakings active in the relevant markets follow different business models. Given potentially strong cross-group external effects, market shares are less apt in the context of two-sided platforms to indicate market power (or the lack of it). Barriers to entry are at the core of persistent market power and, thus, the entrenchment of incumbent platforms. They deserve careful examination by competition authorities. Barriers to entry may arise due to users’ coordination failure in the presence of network effect. On two-sided platforms, users on both sides of the market have to coordinate their expectations. Barriers to entry are more likely to be present if an industry does not attract new users and if it does not undergo major technological change. Switching costs and network effects may go hand in hand: consumer switching costs sometimes depend on the number of platform users and, in this case, barriers to entry from consumer switching costs increase with platform size. Since market power is related to barriers to entry, the absence of entry attempts may be seen as an indication of market power. However, entry threats may arise from firms offering quite different services, as long as they provide a new home for users’ attention and needs.

National Statistical Offices face a growing policy demand for better statistics on digital platform employment and work. New statistical definitions are needed to avoid undercounting the number of people involved in these jobs.

In the past two decades, research on electronic commerce and platforms has thrived. Tremendous academic research has been conducted on this specific concept. Over the last decade, with the rise of applications and mobile technology, that stream of research has extended to the collaborative economy, more colloquially known as the sharing economy. The commonality between e-commerce and collaborative consumption being that they both occur online and rely predominantly on platforms. The Handbook of Research on the Platform Economy and the Evolution of E-Commerce is a comprehensive reference book offering a holistic perspective of the platform economy by connecting the e-commerce and collaborative economy streams into a common framework. As such, this integrated perspective offers a clearer understanding of the key trends in research and in managerial action, as well as an agenda for future studies and practice. This handbook emphasizes how the digital transition will create an increased merging between physical and digital activities, as well as the challenges and opportunities pertaining to this trend. Covering topics including sharing economy, Marketing 4.0, and digital applications, this book is essential for marketers, managers, executives, students, researchers, and academicians.

The first book on platforms that concisely incorporates path-breaking insights in economics over the last twenty years.