Internal Platforms in Business Ecosystems : A qualitative case study on a manufacturing company
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Manufacturing companies have become increasingly interconnected in recent years as
digitalization has expanded the value-creation span beyond the traditional supply chain to guide
and control larger networks of partnering companies. Platforms have emerged as key tools to
support the new needs of connected companies, but their role remains relatively unknown in
the manufacturing context. The limited research has examined how the platforms function as
coordination mechanisms and tools for enabling ecosystem-level value creation.
This study addresses the gap by examining the role of digital platforms in a manufacturing
company. The research uses a qualitative single-case study and is based on semi-structured
interviews with managers involved in the development of platform processes and functions.
Data were analyzed using a Gioia-style methodology to identify aggregate dimensions across
platforms, such as digital operational visibility, behavioral adaptation, and data usability.
Findings of this study indicate that platforms function as coordination mechanisms, enhancing
transparency, clarifying responsibilities, and enabling real-time information sharing across
actors. Platforms have the potential to improve collaboration and open up value creation of the
ecosystem partners, as well as internally. This is due to better alignment, clearer
communication, and faster response times. The potential benefits depend on data quality,
partners' alignment, and governance structures, underscoring the importance of platform
orchestration and partner commitment.
This paper contributes to the previous literature by shining light on platform effects in
manufacturing companies, not only as operational tools but as mechanisms for partner
coordination and value creation. The findings provide manager-level insight into how the
adoption, governance, and alignment affect the effectiveness of platform results.