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Abstract(s)
No mundo cada vez mais digital, interconectado e dinâmico em que vivemos hoje, a única constante é a mudança. A economia digital mudou significativamente a forma como as empresas competem, operam e colaboram. As teorias tradicionais de vantagem competitiva, como as Cinco Forças de Porter, estratégias genéricas e a visão baseada em Recursos de Barney, são baseadas numa conceção de um mundo que é essencialmente estático. Indústrias claramente definidas, criação de barreiras para proteger as empresas face à concorrência, pureza estratégica, recursos específicos da empresa que são valiosos, raros e difíceis de imitar pelos concorrentes e até mesmo a sustentabilidade da vantagem competitiva são questionadas num mundo de plataformas digitais. Embora haja uma vasta e rica literatura sobre vantagem competitiva, a literatura relativa à economia digital e às plataformas digitais ainda está a emergir. Deste modo, este estudo visa responder a duas questões de investigação, nomeadamente: (1) Como é que a economia digital mudou a vantagem competitiva? (2) Como é que a vantagem competitiva é alcançada na era das plataformas digitais? Para este propósito, foi realizado um caso de estudo sobre a Amazon.com recorrendo apenas a dados secundários para entender como este gigante digital construiu o seu caminho na economia digital, crescendo exponencialmente tanto em escala como em âmbito e tornando-se na empresa mais valiosa do mundo em 2019. Esta dissertação conclui que o que se acredita como verdadeiro sobre a vantagem competitiva, resultante dos modelos tradicionais de estratégia, necessita de ser alterado para incluir novos conceitos à luz da economia digital e das plataformas digitais. Teorias que valorizavam indústrias definidas, posicionamento estratégico para evitar a concorrência, construção de barreiras para proteger os negócios, preservação dos recursos distintos dentro dos limites da empresa deram lugar a indústrias indefinidas, network effects, foco no consumidor, ecossistemas e inovação. O poder da economia digital está ainda a ser revelado; isto é apenas o começo da revolução das plataformas digitais.
In the increasingly digital, interconnected and dynamic world that we live in today, the only constant is change. The digital economy shaped the competitive landscape, changing the way businesses compete, operate and collaborate. Traditional theories of competitive advantage, such as Porter’s Five Forces, generic strategies and Barney’s Resource-based view, are rooted in a conception of the world that is essentially static. Clearly defined industries, barriers that protect businesses from competitors, strategic purity, and firm-specific resources that are valuable, rare and difficult for competitors to imitate and even the sustainability of competitive advantage are questioned in a world of digital platforms. Although there is a vast and rich literature on competitive advantage, research on the digital economy and digital platforms is still emerging. Therefore, this study aims to answer two research questions: (1) How did the digital economy change competitive advantage? (2) How is competitive advantage achieved in the age of digital platforms? For this purpose, a case study on Amazon.com was conducted relying only on secondary data to understand how this digital giant built its path on the digital economy, growing exponentially in scale and scope and becoming the most valuable company in the world in 2019. This research concludes that once taken-for-granted assumptions on competitive advantage may need to change to include new concepts in light of the digital economy and digital platforms. Theories that valued defined industries, avoidance of competition, building moats to protect businesses, keeping distinctive resources inside the boundaries of the firm have given place to blurred industry boundaries, network effects, customer centricity, ecosystems and innovation. The power of the digital economy is just starting to reveal itself; this is only the beginning of the platform revolution.
In the increasingly digital, interconnected and dynamic world that we live in today, the only constant is change. The digital economy shaped the competitive landscape, changing the way businesses compete, operate and collaborate. Traditional theories of competitive advantage, such as Porter’s Five Forces, generic strategies and Barney’s Resource-based view, are rooted in a conception of the world that is essentially static. Clearly defined industries, barriers that protect businesses from competitors, strategic purity, and firm-specific resources that are valuable, rare and difficult for competitors to imitate and even the sustainability of competitive advantage are questioned in a world of digital platforms. Although there is a vast and rich literature on competitive advantage, research on the digital economy and digital platforms is still emerging. Therefore, this study aims to answer two research questions: (1) How did the digital economy change competitive advantage? (2) How is competitive advantage achieved in the age of digital platforms? For this purpose, a case study on Amazon.com was conducted relying only on secondary data to understand how this digital giant built its path on the digital economy, growing exponentially in scale and scope and becoming the most valuable company in the world in 2019. This research concludes that once taken-for-granted assumptions on competitive advantage may need to change to include new concepts in light of the digital economy and digital platforms. Theories that valued defined industries, avoidance of competition, building moats to protect businesses, keeping distinctive resources inside the boundaries of the firm have given place to blurred industry boundaries, network effects, customer centricity, ecosystems and innovation. The power of the digital economy is just starting to reveal itself; this is only the beginning of the platform revolution.
Description
Keywords
Vantagem competitiva Economia digital Plataformas digitais Cinco forças de porter Estratégias genéricas Visão baseada em recursos Amazon.com Competitive advantage Digital economy Digital platforms Porter’s five forces Generic strategies Resource-based view