Sharing Economy, Platforms and Crowds
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Paper Type
Complete
Paper Number
1236
Description
Recently, shared mobility has notably contributed to the discourse of the sharing economy. Ridesharing, with its diverse business model components, remains a prime example within this area. This paper introduces a taxonomy for business models in ridesharing, providing a classification scheme for the vast number of different business logic. This classification scheme allows existing providers as well as potential market entrants a strategic perspective on present structures and provides a basis for the systematic discovery of new and innovative business models. The applicability of the developed taxonomy for business model innovation is demonstrated by forming three novel business model archetypes for ridesharing as a means of corporate mobility management. Eventually, we discuss the implications for other areas of the sharing economy and potential future developments, such as shared autonomous mobility.
Recommended Citation
Lembcke, Tim-Benjamin; Herrenkind, Bernd; Willnat, Mathias; Bührke, Johannes; and Nastjuk, Ilja, "Driving Future Mobility by Shared Mobility: A Taxonomy of Ridesharing Business Models" (2020). ICIS 2020 Proceedings. 1.
https://aisel.aisnet.org/icis2020/sharing_economy/sharing_economy/1
Driving Future Mobility by Shared Mobility: A Taxonomy of Ridesharing Business Models
Recently, shared mobility has notably contributed to the discourse of the sharing economy. Ridesharing, with its diverse business model components, remains a prime example within this area. This paper introduces a taxonomy for business models in ridesharing, providing a classification scheme for the vast number of different business logic. This classification scheme allows existing providers as well as potential market entrants a strategic perspective on present structures and provides a basis for the systematic discovery of new and innovative business models. The applicability of the developed taxonomy for business model innovation is demonstrated by forming three novel business model archetypes for ridesharing as a means of corporate mobility management. Eventually, we discuss the implications for other areas of the sharing economy and potential future developments, such as shared autonomous mobility.
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