Social businesses and digital platforms: analysis from the perspective of business models

• Autor(a) principal: Moura, Valéria Feitosa de
• Data de Publicação: 2023
• Tipo de documento: Tese
• Idioma: eng
• Título da fonte: Biblioteca Digital de Teses e Dissertações da USP
• Texto Completo: https://www.teses.usp.br/teses/disponiveis/12/12139/tde-12032024-153519/
• topic: Business model; Digital platform; Economic Value; Modelo de negócio; Negócios sociais; Paradoxes; Paradoxos; Plataforma digital; Social Business; Social Value; Valor econômico; Valor social

This study investigates the digital platforms business model (DPBM) in the context of social business within the education and employability sector. Due to the complexity of this subject, the study is organized in three interconnected papers. The first paper conducts a systematic literature review to assess the current state of research on DPBM. The second paper aims to understand how these business models impact social businesses in the field of education and employability through the analysis of multiple case studies. Finally, the third paper employs Design Science Research to develop an artifact for modeling social businesses that utilize digital platforms. The results reveal that the body of literature on DPBM is fragmented, primarily due to varying definitions and approaches used. Consequently, our study consolidates and synthesizes existing knowledge into 11 central themes: DPBM design; business model innovation to DPBM, DPBM artefacts, DPBM life cycle, success and failure factors of DPBM, DPBM outcomes, DPBM external stakeholders, DPBM antecedents, Competition, DPBM diversification, and other themes. The findings also underscore the significance of business model design for social enterprises, emphasizing the creation of both economic and social value. It is essential to consider factors driving social value in addition to those traditionally associated with conventional business. DPBM design can facilitate the scalability of social enterprises, but careful selection of partners and investors who align with the social mission is crucial to maintaining that mission when dealing with multiple stakeholders. This involves establishing a sustainable revenue model and regulating platform access. Neglecting these considerations can exacerbate challenges associated with these organizations. Ultimately, the proposed artifact offers a systematic framework that enables a comprehensive understanding of the complexity of social businesses. It integrates elements from the Business Model Canvas and the Theory of Change, encouraging social entrepreneurs to consider both social value creation and financial value creation.