Strategic Management Model for Industry-Specific Digital Platforms and Ecosystems: Value, Interaction, and Scaling Architecture
Abstract
The development of industry-specific digital platforms is accompanied by a transition from the creation of individual digital products to the formation of complex ecosystems that bring together multiple categories of participants, services, data, and interaction models. In such systems, value is created not only by the owner of the digital infrastructure but also by participants who exchange information, professional expertise, services, demand, content, and other resources. As a result, the strategic management of a platform requires addressing challenges that extend beyond technological architecture and functional development.
The purpose of this study is to develop a strategic management model for an industry-specific digital platform that integrates participant architecture, mutual value creation, ecosystem governance rules, trust, data, and sequential scaling. The methodological framework of the study is based on systems analysis, structural decomposition of platform interactions, and conceptual synthesis of the key managerial elements.
The study distinguishes among a digital product, a platform, and a platform ecosystem, introduces the concept of the core of platform interaction, and substantiates the need to develop interconnected value propositions for different categories of participants. A strategic management model is developed comprising six interconnected elements: the strategic core, participant architecture, mutual value architecture, rules and trust, data and services, and development and scaling.
The study demonstrates that growth in the number of users and functions does not, by itself, indicate the sustainability of a platform ecosystem. A more meaningful criterion is the system’s ability to reproduce significant interactions among participants and maintain a balance in the value they create as the platform scales.
As an applied illustration, the study examines the author’s project for a sports-oriented digital platform. This example is used to analyze the structure of an industry-specific ecosystem, the role of trust, professional standards, data, and the sequential integration of new categories of participants.
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BibTeX
@misc{mishina2026strategic,
title = {{Strategic Management Model for Industry-Specific Digital Platforms and Ecosystems: Value, Interaction, and Scaling Architecture}},
author = {Yana Mishina},
howpublished = {Zenodo},
year = {2026},
month = oct,
doi = {10.5281/zenodo.23506130},
url = {https://zenodo.org/records/23506130},
note = {CC BY 4.0},
}
RIS
TY - UNPB
TI - Strategic Management Model for Industry-Specific Digital Platforms and Ecosystems: Value, Interaction, and Scaling Architecture
AU - Yana Mishina
PY - 2026
DA - 2026/10/20
PB - Zenodo
DO - 10.5281/zenodo.23506130
UR - https://zenodo.org/records/23506130
AB - The development of industry-specific digital platforms is accompanied by a transition from the creation of individual digital products to the formation of complex ecosystems that bring together multiple categories of participants, services, data, and interaction models. In such systems, value is created not only by the owner of the digital infrastructure but also by participants who exchange information, professional expertise, services, demand, content, and other resources. As a result, the strategic management of a platform requires addressing challenges that extend beyond technological architecture and functional development. The purpose of this study is to develop a strategic management model for an industry-specific digital platform that integrates participant architecture, mutual value creation, ecosystem governance rules, trust, data, and sequential scaling. The methodological framework of the study is based on systems analysis, structural decomposition of platform interactions, and conceptual synthesis of the key managerial elements. The study distinguishes among a digital product, a platform, and a platform ecosystem, introduces the concept of the core of platform interaction, and substantiates the need to develop interconnected value propositions for different categories of participants. A strategic management model is developed comprising six interconnected elements: the strategic core, participant architecture, mutual value architecture, rules and trust, data and services, and development and scaling. The study demonstrates that growth in the number of users and functions does not, by itself, indicate the sustainability of a platform ecosystem. A more meaningful criterion is the system’s ability to reproduce significant interactions among participants and maintain a balance in the value they create as the platform scales. As an applied illustration, the study examines the author’s project for a sports-oriented digital platform. This example is used to analyze the structure of an industry-specific ecosystem, the role of trust, professional standards, data, and the sequential integration of new categories of participants.
ER -