The convergence of artificial intelligence (AI) and digital platforms is reconfiguring how organizations create, deliver, and capture value. As platform-based business models proliferate across industries, AI introduces new mechanisms of learning, data-driven value creation, and ecosystem evolution within two-sided and multi-sided platforms. This special issue assembles eight studies that examine AI-enabled platform business model innovation from diverse theoretical, methodological, and sectoral perspectives, including agri-food sustainability, semiconductor manufacturing, ESG rating platforms, open-source ecosystems, B2B platforms, global innovation dynamics, entertainment industry leadership, and blockchain-enabled decentralized systems. This editorial situates these contributions within the broader research trajectory on digital transformation and platform thinking and develops a structured synthesis that highlights recurring patterns across studies. Building on this synthesis, it proposes an integrative conceptual Framework for AI-driven Platform Business Model Transformation, conceptualizing the dynamic alignment and co-evolution among AI roles, platform configurations, and value creation mechanisms. In particular, the framework advances a processual understanding of platform transformation and identifies data externalities as central driver of learning-based value creation. Finally, the editorial outlines a future research agenda grounded in the insights of the special issue, emphasizing the need for further investigation of co-evolutionary dynamics, governance mechanisms, and the theoretical and methodological approaches required to explain AI-enabled platform innovation.

PurposeThis study examined the relationship between pedagogical self-efficacy and student course evaluations among an international sample of management education faculty. We also investigated gender's moderating role in this relationship and its impact on the development of pedagogical self-efficacy.Design/methodology/approachWe conducted semi-structured interviews with 20 professors at an international business school, identifying three subdomains of pedagogical self-efficacy: course design, classroom management, and feedback provision. We designed a 25-question faculty survey to measure pedagogical self-efficacy, administered it to 84 faculty members, and analyzed the data alongside 20,000 student course evaluations.FindingsAll three pedagogical self-efficacy domains significantly predicted student course evaluations. The self-efficacy of female faculty had a positive relationship with course evaluations across all subdomains. In contrast, the self-efficacy of male faculty had a negative relationship with course evaluations on the course design subdomain. Student evaluations of courses taught by women were 10% lower than those taught by males and male faculty had significantly higher self-efficacy ratings than their female counterparts.Practical implicationsThe results suggest that interventions designed to boost pedagogical self-efficacy can enhance student learning, irrespective of faculty gender. However, given biases in how students perceive female faculty, it is likely that female and male faculty members develop self-efficacy differently.Originality/valueThis study is the first to examine how pedagogical self-efficacy affects course evaluations, focusing on gender as a potential moderator. We also added an international higher education perspective to self-efficacy theories.

Multi-sided platform marketplaces like Alibaba, Alphabet, Amazon, and the Apple App Store (to name only those beginning with "A") dominate many industries already, generating growth and profits that make them among the most valuable companies in the world. Yet a new suite of technologies collectively known as Web3, including blockchain and smart contracts, enable a new type of organization labeled a decentralized autonomous organization (DAO) that could perform many of the same functions as centralized platform companies, perhaps with an even stronger value proposition for the buyers and sellers in a DAO marketplace. This article uses and expands theories of substitutive competition and disintermediation to explain if and how DAOs might displace centralized platforms.

Academy of Management Learning & EducationIn-Press Book & Resource ReviewsInnovation Tournament Handbook: A Catalyst for Entrepreneurial InnovationTed LaddTed LaddHult International Business SchoolAccepted by Laura ColomboPublished Online:11 Jan 2024https://doi.org/10.5465/amle.2023.0445AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View article"Innovation Tournament Handbook: A Catalyst for Entrepreneurial Innovation." Academy of Management Learning & Education, 0(ja), pp. REFERENCESBlank, S. 2013. Why the lean start-up changes everything. Harvard Business Review, 91: 63–72. Google ScholarBlank, S., & Eckhardt, J. T. 2023. The lean startup as an actionable theory of entrepreneurship. Journal of Management. Forthcoming. Google ScholarChesbrough, H. W. 2003. Open innovation: The new imperative for creating and profiting from technology. Boston, MA: Harvard Business School Press. Google ScholarEisenhardt, K. M., & Martin, J. A. 2000. Dynamic capabilities: what are they? Strategic Management Journal, 21: 1105–1121. Google ScholarGeorge, G., Howard-Grenville, J., Joshi, A., & Tihanyi, L. 2016. Understanding and tackling societal grand challenges through management research. Academy of Management Journal, 59: 1880–1895.Link , Google ScholarLadd, T. 2016. The limits of the lean startup method. Harvard Business Review. Google ScholarLadd, T., Hind, P., & Lawrence, J. 2018. Entrepreneurial orientation, Waynesian self-efficacy for searching and marshaling, and intention across gender and region of origin. Journal of Small Business and Entrepreneurship, 31: 391–411. Google ScholarLadd, T., & Lanteri, A. 2023. Innovating with impact. London, U.K.: Economist Group. Google ScholarMcGrath, R. G. 2010. Business models: A discovery driven approach. Long Range Planning, 43: 247–261. Google ScholarRies, E. 2011. The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. New York, NY: Random House Digital. Google ScholarTeece, D., Peteraf, M., & Leih, S. 2016. Dynamic capabilities and organizational agility. California Management Review, 58: 13–35. Google ScholarTeece, D. J., Pisano, G., & Shuen, A. 1997. Dynamic capabilities and strategic management. Strategic Management Journal, 18: 509–533. Google ScholarTerwiesch, C., & Ulrich, K. 2023. Innovation tournament handbook: A catalyst for entrepreneurial innovation. Philadelphia, PA: Wharton School Press. Google ScholarFiguresReferencesRelatedDetails In-Press Permissions Metrics in the past 12 months History Published online 11 January 2024 Information© Academy of Management Learning & EducationDownload PDF

Multisided marketplaces have become fixtures in many contemporary industries. From Amazon to Google, platforms dominate entire markets and have become some of the world's most valuable companies. Despite their success, these companies have a subtle but potentially fatal weakness: disintermediation. This occurs when buyers and sellers find each other on the platform and then bypass that very platform—and its commission—to complete their transaction directly, off of the platform. This article compiles and illustrates the causes of and remediations to platform disintermediation.

Digital multi-sided platforms reshape today’s economy by reducing coordination costs among participants in a market. The platform’s business model creates and captures value differently than a traditional linear business model. Just as the Business Model Canvas helps entrepreneurs and professionals visualize the essential elements and mechanisms of a linear business model, this paper proposes a Platform Canvas to diagram the essential elements of a multi-sided platform business, including the architectural relations of these elements and the dynamics of the network effect. We then describe how the Platform Canvas can be useful to entrepreneurs, educators and scholars.

Pedagogical self-efficacy is the self-confidence that faculty members hold for their own ability to teach. This project used mixed method data from 20 interviews with faculty members, 85 self-assessments from professors, and 20,000 course evaluations from students to conclude that male professors show higher scores in three aspects of self-efficacy – designing a course, managing a classroom full of students, and providing feedback to students – than female professors. The data also show higher scores for male professors in student evaluations. Despite the gender differences, faculty self-efficacy for these three activities each predicted student evaluations for both male and female faculty members, with one exception. Male professors who reported higher confidence in their ability to design a course received lower evaluations from students. The distinctions have clear implications for both male and female professors, as well as for academic institutions seeking to develop their faculty and for researchers exploring pedagogical psychology.

Platform ventures in the sharing economy (e.g. AirBnb) fear disintermediation: if the buyer and sellers of services meet each other directly, they are more likely to circumvent platform, and the co...

The session will illustrate best practices for managing an internally diverse classroom. It will provide useful options for teachers to design a course, prepare for each session, and stimulate classroom interaction.

Platform ventures in the sharing economy fear disintermediation, which occurs when the buyers and sellers of services interact directly to exchange payment, thereby circumventing the platform and i...

Both entrepreneurial orientation and entrepreneurial self-efficacy have been shown to drive entrepreneurial intention. Using survey data from 1658 graduate students in an international business pitch competition, this paper focuses on the impact of two sub-dimensions of entrepreneurial self-efficacy memorably characterized by the roles of actor John Wayne: searching for new opportunities and marshaling resources. These two traits in sequence mediated the relationship between orientation and intention. Moreover, even though all four cognitive constructs in this study differs across the entrepreneurs’ gender and region of origin, the pattern of mediation remains unaffected by these moderators. These results narrow the search for predictors of intention, and give educators a more precise locus for intervention.

Purpose The purpose of this paper is to explore the efficacy of Osterwalder and Pigneur’s Business Model Canvas for 271 teams competing in a venture pitch competition during a cleantech accelerator program. Design/methodology/approach It uses competition results and data from a website used by participants to track their hypothesis construction and testing. Findings Teams that used the elements of customer segment, value proposition, key activities or key partnerships performed significantly better in the competition. Yet of all nine elements in the Canvas, only customer segmentation showed a significant linear bivariate correlation between the number of validated hypotheses and performance. Finally, teams that heavily used a triumvirate of elements composed of customer segmentation, value proposition and channel performed two times better than teams that barely used these elements. Research limitations/implications The findings of this exploratory analysis imply that the components of a business model that explain and predict early success might be different than those for a more mature firm. Practical implications These results suggest that practitioners could improve early performance by narrowing their scrutiny to just the triumvirate, because the Canvas may contain components that are unhelpful for entrepreneurs as they form a business model for their nascent venture. Originality/value This paper fills a gap by empirically testing the prediction that application of the Business Model Canvas drives venture success and providing a revise definition for a business model that is more appropriate for start-up ventures.