The rise of collaborative engagement platforms

Abstract

Purpose<br/><br/>The purpose of this study is to define and analyse the emergence of collaborative engagement platforms (CEPs) as part of a rising platformisation phenomenon. Contrary to previous literature on engagement platforms (EPs), this study distinguishes between formalised and self-organised EPs and sheds light on collaborative EPs on which heterogeneous actors operate without central control by legislated firm actors.<br/><br/>Design/methodology/approach<br/><br/>Drawing on institutional work theory, this paper explores the institutional rules, norms and practices involved in the emergence of a new platform. This paper implements a longitudinal case study of a local food network called REKO and explores how engagement practices and institutional work patterns catalysed its emergence during 2013–2020.<br/><br/>Findings<br/><br/>The findings of this study show that actors engaged within the REKO platform participated in institutional work patterns of disruption, creation and maintenance, which drove the development of the platform and ensured its viability.<br/><br/>Research limitations/implications<br/><br/>This paper encourages future research to further explore how different types of EPs emerge and function.<br/><br/>Practical implications<br/><br/>The rise of CEPs pushes the dominant managerial orientation to progress from the management “of” a platform to managing “within” a platform. For managers, this means developing novel practices for engaging and committing a versatile set of actors to nurture open-ended, multi-sided collaboration.<br/><br/>Originality/value<br/><br/>This study contributes by conceptualising different types of platforms with a particular focus on CEPs and explicating the engagement practices and institutional work patterns that catalyse their emergence.