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Small Business Economics

Erschienen in:

13.11.2021

The evolution of the global digital platform economy: 1971–2021

verfasst von: Zoltan J. Acs, Abraham K. Song, László Szerb, David B. Audretsch, Éva Komlósi

Erschienen in: Small Business Economics | Ausgabe 4/2021

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Abstract

The emergence of digital technologies has significantly reduced the economic costs of data—search, storage, computation, transmission—and enabled new economic activities. Over the years, firms able to create a platform-based ecosystem have become a force of “creative construction.” Economic activities (C2C, B2C, B2B) have been reorganized around platform-based ecosystems for value creation and value appropriation, which are orchestrated by multisided platforms via the “digital hand.” To further understanding of the Digital Platform Economy, this paper provides a conceptual framework consisting of three interrelated concepts: digital technology infrastructure, multisided digital platforms, and platform-based ecosystems (users and entrepreneurs). Using a unique database over five decades, we revisit the hypothesis that new firms were needed to introduce digital technologies.

Vorheriger Artikel The Legacy of Zoltan J. Acs

Nächster Artikel Bribery from a micro, demand-side perspective

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Wall Street Journal, Daniel Casse, ‘The Future Turns 50 This Year’, January 1, 2021.

Source: https://en.wikipedia.org/wiki/Transistor count.

Sachs identifies seven ages of globalization including the Industrial Age (1800–2000) and the Digital Age (2000- present).

Also see Greenwood and Jovanovic (1999).

Also see, Guenther, C., Lehmann, E.E. David B. Audretsch: Clarivate Citation Laureate 2021. Small Bus Econ (2021). https://doi.org/10.1007/s11187-021-00568-4.

Jensen’s concern was that incumbent firms may not exit because of free cash flow and the failure of internal control mechanisms (Jensen, 1986). Also see Fama & Jensen (1983); Jensen and Meckling (1976).

For a review of the literature, see Jia, Cusumano, and Chen (2019).

Also see Peitz and Waldfogel (2012).

See Nambisan (2017); Srinivasan and Venkatraman (2018); Nambisan et al. (2018); and Sahut et al. (2019).

For a comparison across countries, see, Acs et al., 2020, “The Digital Platform Economy Index: 2020, The GEDI Institute, www.thegedi.org.

Transaction cost economics explain the rise of the managerial economy and the hierarchical organization as a choice between markets or hierarchies. The shift from the managed economy to the platform economy requires a different approach—digital technology. Digital technology changes economic activity by reducing costs, and agents solve an optimization problem (Goldfarb & Tucker, 2019). There is a key assumption in transaction cost models—that the transaction is the unit of analysis. Agents check factors that impact transaction costs, including transaction properties (asset specificity, information asymmetries, and uncertainty) and agents’ properties (bounded rationality and opportunism). Once these costs are estimated, the agent chooses the cost-minimizing governance structure—that is, the market or the hierarchy. These properties primarily create three types of costs: information costs (searching supplies, distribution channels, etc.); bargaining costs (contract regulating relationship between the firm and the suppliers or customers); and monitoring costs (quality control). How do transaction costs differ from information costs? Information costs are part of transaction costs, but they are different in at least two ways. First, information cost strategies mostly use the agent (and its effort) as the unit of analysis that solves an optimization problem in a model. Second, information costs usually occur when an agent acts or makes an effort, and these costs often are not minimized but optimized; in fact, optimization is the desired goal. Good managers do not try to save money by scouting a few potential suppliers; they strive to find the best or close-to-best suppliers.

These approaches were both underpinned by endogenous growth theory (Romer, 1990).

See Acs and Audretsch (1987, 1988, 1990); Audretsch (1991); Acs et al. (1992, 1994); Audretsch and Feldman (1996); Anselin et al. (1997); Acs et al. (2002).

For a review of the literature, see Rysman (2009); Gawer (2009); McIntyre and Srinivasan (2017); de Reuver, Sorensen, and Basole (2018); Jacobides, Cennamo, and Gawer (2018); Jia, Cusumano, and Chen (2019).

Malecki (2018) emphasized the regional aspect of entrepreneurial ecosystems, and Cavallo et al. (2018) focused on the present debates and future directions.

Nambisan, Wright, and Feldman (2019a, 2019b) approached the subject from the digital transformation side and how it has transformed entrepreneurship and innovation.

See also Nambisan (2017); Srinivasan and Venkatraman (2018); Nambisan et al. (2018); Sahut et al. (2019).

Our competitors aren’t taking our market share with devices; they are taking our market share with an entire ecosystem.

See Rochet and Tirole (2003, 2006); Gawer (2009); Evans and Schmalensee (2008, 2016).

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Gilder (1981, p. 43) explained that “the source of the gift of capitalism is the supply side of the economy.”.

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The knowledge spillover theory of entrepreneurship posits the people become entrepreneurs to seize opportunities accruing from knowledge created but not commercialized in one organizational context through innovative activity in the context of a new firm or organization (Acs et al., 2009).

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“Why did Britain vote for Brexit? Looking at an individual-level analysis, Clarke et al. (2017) found both the economic influence and immigration-terrorism cost–benefit factors played a very significant role in explaining the vote to leave. However, what has not been carefully research is what aspect of the economic influence was important in leaving? Was it innovation, technology, entrepreneurship, type of industry or human capital? What the above analysis shows is that the UK has a rather strong twenty-first century digital entrepreneurial ecosystem but is stuck in a dysfunctional twentieth century European Union bureaucracy. It rejoined the LME.

That the public sector was responsible for the evolution of the DPE in the late twentieth century is greatly exagerated by Mazzucato (2013). The bureaucratic structure of the managed eaconomy was unable to initiate the implementation of the new technologies and the state had even less success. See Wennberg (2019) for an alternative view.

https://outlook.office.com/mail/inbox/id/AAQkAGFlYmI0NmYzLWM1MjQtNDM5Yi1iNmFmLWRiZGMwYzM0ZDQyNgAQAOUFU9ff%2F0R%2FpsJOQewey1A%3D.

Both Taiwan and South Korea are interesting cases and deserve further integration. Taiwan, a global leader in semiconductors and computers, created new firms based on an American model. South Korea, a leader in smart phones and semiconductors, used existing firms by tweaking the Japanese model. The Koreans modified the Chaebols model by giving the private sector more leverage (Campos and Root, 1996).

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Titel: The evolution of the global digital platform economy: 1971–2021
verfasst von: Zoltan J. Acs
Abraham K. Song
László Szerb
David B. Audretsch
Éva Komlósi
Publikationsdatum: 13.11.2021
Verlag: Springer US
Erschienen in: Small Business Economics / Ausgabe 4/2021
Print ISSN: 0921-898X
Elektronische ISSN: 1573-0913
DOI: https://doi.org/10.1007/s11187-021-00561-x

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