综述

平台到底是什么——基于分工与协调视角

  • 王馨博 ,
  • 李春利 ,
  • 高良谋
展开
  • (东北财经大学 工商管理学院,辽宁 大连 116023)
王馨博(1981—),女,辽宁本溪人,东北财经大学工商管理学院博士研究生,研究方向为创新创业;李春利(1985—),男,内蒙古突泉人,东北财经大学工商管理学院博士研究生,研究方向为技术创新与组织理论;高良谋(1959—),男,辽宁鞍山人,博士,东北财经大学工商管理学院教授、博士生导师,研究方向为技术创新与组织理论。本文通讯作者:李春利。

收稿日期: 2021-07-13

  修回日期: 2021-09-01

  网络出版日期: 2022-02-16

基金资助

国家社会科学基金重大项目(11&ZD153);东北财经大学博士研究生科研项目(GSY2021011)

What Exactly is the Platform:based on the Perspective of Division of Labor and Coordination

  • Wang Xinbo ,
  • Li Chunli ,
  • Gao Liangmou
Expand
  • (School of Business Administration,Dongbei Universtiy of Finance &Economics,Dalian 116023,China)

Received date: 2021-07-13

  Revised date: 2021-09-01

  Online published: 2022-02-16

摘要

以技术管理、战略管理、产业组织和生态系统为代表的研究视角,对平台本质的限制性理解直接导致学术界对平台到底是什么存在异议,将平台本质限制性理解为特定情境的平台功能是导致上述问题的根本原因。突破现有研究视角局限,引入分工与协调视角,对平台本质特征进行阐释是解决这个问题最好方案。在梳理平台本质特征的基础上,认为平台是一个以共享界面和接口为黏合剂的互补性自治主体进行分工与协调的元组织。通过解决平台本质研究中存在的争议与问题,揭示平台到底是什么,进而深化对平台的理解及在现实中的应用。

本文引用格式

王馨博 , 李春利 , 高良谋 . 平台到底是什么——基于分工与协调视角[J]. 科技进步与对策, 2022 , 39(3) : 153 -160 . DOI: 10.6049/kjjbydc.2021070340

Abstract

As the basis and logical starting point of platform research, there is no widely accepted interpretation of what platform is.Since the 21st century, Amazon, Google, Alibaba, Jingdong, Uber, Airbnb and other enterprises have successfully applied the platform concept into practice.Platform has become an important economic phenomenon and received wide attention from the academic community.However, according to the existing platform research, the cognition and understanding of the nature of platform are different.Then, it is vital that we could recognize the differences and explore essential characteristics, and finally define what platform is.#br#Exploring the nature of platform is the basis for promoting academic research on platform.Therefore, a large number of scholars have explored the nature of platform from different perspectives, but they are limited to a specific context or field of research, and have not formed a recognized definition of "what platform is".In fact, due to the limitations of history and context, existing studies on the nature of platform only focus on some images of platform functions at different levels, leading to disagreement on the understanding of the nature of platforms.At the same time, most of the existing theories of platform nature regard the platform as a static structure, which is obviously inconsistent with the continuous evolution of the reality.#br#We found that although the platform is characterized by various forms under different perspectives, each platform is characterized by division of labor and coordination, namely division of labor is represented by the division of labor between a set of core"components of a platform with a few variants and a set of complementary peripheral components with multiple variants.In essence, platform is represented as platform division of labor within enterprises from the perspective of technology management and strategic management, at the same time, platform is represented as platform division of labor among enterprises from the perspective of industrial organization and ecosystem.Therefore, the division of labor and coordination are intrinsically linked, which constitutes the essential characteristics of platform, solves the problem of lack of connection between existing researches on the nature of platform from different perspectives, and creates opportunities to explore and reveal what platform really is.#br#This paper reviews and sorts out the research status of platform nature theory, explores "what platform really is", and finally draws two main conclusions.First, the essential characteristics of platform from different research perspectives are all manifested as division of labor and coordination.From the perspective of division and coordination, technology management is the division of labor and coordination of product platform; strategic management is the division of the labor and coordination of platform enterprises; industrial organization is the division and coordination of bilateral (multilateral) market platform, and ecosystem is the division of the labor and coordination of platform ecosystem.Second, the nature of platform is a kind of meta-organization.Based on the essential characteristics of platform, platform is a meta-organization which takes the shared interface and interface as the glue of the complementary autonomous body to carry out the division of labor and coordination, different from the two traditional organizational modes of bureaucracy and market.#br#By conceptualizing the platform as a meta-organization, two basic problems facing the nature theory of platform could probably besolved.First of all, platform, as a meta-organization, can cover and include the basic theoretical elements of the four research perspectives of technology management, strategic management, industrial organization and ecosystem, and find a common basis and joint point for these research perspectives, which provides a direction for the construction of the universally recognized nature theory of platform.Secondly, the conceptualization of platform as a kind of meta-organization can break the static view prevailing in most of the existing platform research.According to the organization theory, we can deeply understand the evolution process of platform and further explore the nature of platform.#br#The main theoretical contributions of this paper are as follows.Firstly, it reviews and sorts out the nature theory of platform from different perspectives, and clarifies the research context of nature theory of platform.Secondly, it explores the essential characteristics of platforms from the perspective of division of labor and coordination among the four research perspectives of technology management, strategic management, industrial organization and ecosystem, and deepens the research on the nature of platforms.Finally, by redefining the connotation of platform, it advances the exploration of the research question "what platform is".#br#

参考文献

[1] ROBERTSON D, ULRICH K T.Planning for product platforms[J].MIT Sloan Management Review, 1998, 39(4):19-32.
[2] CIBORRA C U.The platform organization:recombining strategies,structures,and surprises[J].Organization Science,1996,7(2):103-118.
[3] PARKER G, ALSTYNE M W V, CHOUDARY S.Platform revolution: how networked markets are transforming the economy-and how to make them work for you[M].New York:W.W.Norton & Company, 2016.
[4] ROCHET J C,TIROLE J.Platform competition in two-sided markets[J].Journal of the European Economic Association,2003,1(4):990-1029.
[5] JACOBIDES M G,CENNAMO C,GAWER A.Towards a theory of ecosystems[J].Strategic Management Journal,2018,39(8):2255-2276.
[6] DECK M.The power of product platforms:building value and cost leadership[M].New York:Free Press, 1997.
[7] EISENMANN T,PARKER G,ALSTYNE M W V.Strategies for two-sided markets[J].Harvard Business Review,2006,84(10):92-101,149.
[8] BALDWIN C Y, WOODARD J.The architecture of platforms: a unified view[M].Cheltenham:Edward Elgar Publishing, 2009.
[9] BALDWIN C Y, CLARK K B.Desgn rules: the power of modularity[M].Cambridge: MIT Press, 2000.
[10] KRISHNAN V,GUPTA S.Appropriateness and impact of platform-based product development[J].Management Science,2001,47(1):52-68.
[11] GAWER A.Bridging differing perspectives on technological platforms:toward an integrative framework[J].Research Policy,2014,43(7):1239-1249.
[12] 王凤彬,王骁鹏,张驰.超模块平台组织结构与客制化创业支持:基于海尔向平台组织转型的嵌入式案例研究[J].管理世界,2019,35(2):121-150,199.
[13] HANSETH O,LYYTINEN K.Design theory for dynamic complexity in information infrastructures:the case of building Internet[J].Journal of Information Technology,2010,25(1):1-19.
[14] 胡国栋,王晓杰.平台型企业的演化逻辑及自组织机制:基于海尔集团的案例研究[J].中国软科学,2019,34(3):143-152.
[15] 李平,孙黎,邹波,等.虑深通敏 与时偕行:三台组织架构如何应对危机[J].清华管理评论,2020(5):79-85.
[16] 曹仰锋.黑海战略:海尔如何构建平台生态系统[M].北京:中信出版社,2021.
[17] 蔡宁伟.自组织与平台组织的崛起[J].清华管理评论,2015(11):70-76.
[18] 彭毫,罗珉.平台生态:价值创造与价值获取[M].北京:北京燕山出版社,2020.
[19] CAILLAUD B,JULLIEN B.Chicken & egg:competition among intermediation service providers[J].The RAND Journal of Economics,2003,34(2):309.
[20] SUAREZ F F.Network effects revisited:the role of strong ties in technology selection[J].Academy of Management Journal,2005,48(4):710-720.
[21] HAGIU A,YOFFIE D B.What's your google strategy[J].Harvard Business Review,2009,87(4):74-81.
[22] ARMSTRONG M.Competition in two-sided markets[J].The RAND Journal of Economics,2006,37(3):668-691.
[23] EVANS D S, SCHMALENSEE R.Markets with two-sided platforms? issues in competition and law and policy[J].ABA Section of Antitrust Law, 2008, 1 (28):667-693.
[24] ROCHET J C,TIROLE J.Two-sided markets:a progress report[J].The RAND Journal of Economics,2006,37(3):645-667.
[25] SANCHEZ-CARTAS J M,LEóN G.Multisided platforms and markets:a survey of the theoretical literature[J].Journal of Economic Surveys,2021,35(2):452-487.
[26] TIWANA A.Platform ecosystems:aligning architecture,governance,and strategy[M].Burlington: Morgan Kaufmann, 2014.
[27] SIMPSON T W.Product platform design and customization:status and promise[J].Artificial Intelligence for Engineering Design,Analysis and Manufacturing,2004,18(1):3-20.
[28] ASTYNE M W V, PARKER G G, CHOUDARY S P.Pipelines, platforms, and the new rules of strategy[J].Harvard Business Review, 2016, 94(4): 54-62.
[29] BOUDREAU K.Open platform strategies and innovation:granting access vs.devolving control[J].Management Science,2010,56(10):1849-1872.
[30] TIWANA A,KONSYNSKI B,BUSH A A.Research commentary—platform evolution:coevolution of platform architecture,governance,and environmental dynamics[J].Information Systems Research,2010,21(4):675-687.
[31] MOORE J F.Business ecosystems and the view from the firm[J].The Antitrust Bulletin,2006,51(1):31-75.
[32] 青木昌彦,安藤晴彦.模块时代:新产业结构的本质[M].上海:上海远东出版社,2003.
[33] BALDWIN C Y.Where do transactions come from? modularity,transactions,and the boundaries of firms[J].Industrial and Corporate Change,2007,17(1):155-195.
[34] 穆胜.释放潜能:平台型组织的进化路线图 [M].北京:人民邮电出版社,2018.
[35] 陈新宇, 罗家鹰,邓通,等.中台战略:中台建设与数字商业[M].北京:机械工业出版社,2019.
[36] 吴义爽,张传根.平台市场的产业组织研究:一个跨学科文献述评[J].科技进步与对策,2015,32(6):155-160.
[37] LUSCH R F,NAMBISAN S.Service innovation:a service-dominant logic perspective[J].MIS Quarterly,2015,39(1):155-175.
[38] NAMBISAN S,WRIGHT M,FELDMAN M.The digital transformation of innovation and entrepreneurship:progress,challenges and key themes[J].Research Policy,2019,48(8):103773.
[39] DOKKO G,KANE A A,TORTORIELLO M.One of us or one of my friends:how social identity and Tie strength shape the creative generativity of boundary-spanning ties[J].Organization Studies,2014,35(5):703-726.
[40] MCINTYRE D,SRINIVASAN A,AFUAH A,et al.Multi-sided platforms as new organizational forms[J].Academy of Management Perspectives, 2021, 35(4): 566-583.
[41] KRETSCHMER T,LEIPONEN A,SCHILLING M,et al.Platform ecosystems as meta-organizations:implications for platform strategies[J].Strategic Management Journal,2020.
文章导航

/