Towards the transformation of technological platforms’ business models: the Uber example

CNRS 4, FNEGE 4, HCERES C, ABS 2International audienceThis 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