Like every research, this study comes with several limitations, which must be acknowledged at this stage. This study is an exploratory multiple case study and it involves two cases from different industries. Within the two cases five interviews were made. This study does not aim generalize the findings but to explore the relatively new phenomenon. First, some limitations emerge related to interviewing. With the number of interviews done, the findings might not be
able to present enough saturated view of the phenomenon. Interviews were made over a phone, which might influence the style of the interview and therefore data. Also, the interviews focused only on platform owner side, therefore for example views on value creation are one sided, when it is acknowledged that value creation is multi-sided. Secondly, all of the interviews were recorded and transcribed. Four out of five interviews were made in Finnish and quotes were then translated to English. Fifth interview was made in English. It is always possible that the translation will change the meaning of words or phrases slightly. Thirdly, the study was done by a novice researcher, which might have an effect on the data analysis and building the holistic view of the issue. Finally, the conceptual framework guided the interviews, which might influence the holistic view of the phenomenon created during this study.
Research on digital platforms in B2B context are scarce and the findings of this study suggests few interesting streams for future research. The topic requires overall more empirical studies from different perspectives using both qualitative and quantitative research methods. A longitudinal in-depth case studies focusing on different industries would be beneficial to understand the phenomenon even more deeply from different platform perspectives.
Additionally, research on digital platform business models in B2B context focusing on activity system perspective would provide many opportunities for research. An interesting stream of research would be to study the customers’ role more deeply. From dynamic capabilities perspective, more empirical studies should be made from practical point of view and strategic point of view. The possibilities for research considering digital platform business models in B2B context have at the moment just started. Additionally, dynamic capabilities are still fairly abstract concept and empirical studies from different industries and companies could help to understand it better.
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APPENDICES
Appendix 1. Interview guide.
Background information:
1. Would you please describe your role at the company and in the development of platform?
2. For how long you have taken part in the development of the platform?
3. When the platform development started?
4. Could you describe what external factors of the business environment have influenced the birth of the platform?
5. Could you describe what internal factors of the business environment have influenced the birth of the platform?
Resources:
6. Which tangible resources have been essential in the birth of the platform?
7. Would you describe with real life examples what has been the role of the said tangible resources?
8. Have these resources been developed based on the earlier operations that the company has applied or have them been consciously developed for the platform?
9. Which intangible resources have been essential in the birth of the platform?
10. Have these resources been developed based on the earlier operations that the company has applied or have them been consciously developed for the platform?
Organizational capabilities:
11. How would you describe the influence of different organizational levels in the birth of the platform?
a. Individual people b. Units and groups
c. Organization as a whole
12. Has the birth of the platform been dependent on specific individuals? There is no need to specify those individuals by name.
13. How was the opportunity of the platform recognized? And how it proceeded?
14. How do you feel that the organization reacted to the opportunity?
15. How do you feel that the management reacted to the opportunity?
16. How was the opportunity captured?
Business model:
17. How does the platform create value for customers?
18. How does the platform create value for partners?
19. How did the third parties (B2B companies) became interested to join the platform?
20. What kind of changes have emerged in the business as a result of platform integration?