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This study presents a metaverse flywheel model providing insights into how the emerging layered modular architecture of the metaverse can enable new types of value-creation opportunities for organizations. Based on interviews with early metaverse adopters and innovators, this article identifies three key metaverse affordances: prospection of future conditions, persistence of editable and evolving virtual spaces, and integration between virtual and physical worlds. The findings enhance the nascent metaverse literature by highlighting that new organizing logics are required for metaverse-specific value creation, which goes beyond the previous generation's isolated 3D models and other interfaces. [ABSTRACT FROM AUTHOR]

Platforms are a dominant model for coordinating complex economic interactions. Platforms are distinguished by growth through network effects: an increase in the number (N) of platform actors (or complements produced by them) on one side makes the platform more valuable for an actor on the same or other side (and vice versa). This paper unbundles the network effect—the feedback loop—into directional and distinct types of network externalities that define the value received by each platform side. For example, value from a network externality may relate to variety (e.g., Google Play apps) or availability (e.g., Uber rides). Furthermore, at times, network externalities can have a negative impact. Although the existing literature recognizes some of these constituents, we lack an integrative framework. To address this gap, we first distinguish the heterogeneity and persistence of platform value units to identify a 2 × 2 typology of four positive and negative network externalities: quantity versus rivalry, accumulation versus fragmentation, variety versus choice overload, and utility versus degradation. Second, we generalize network connectivity and horizontal complementarity as two types of network externality amplification. Third, we demonstrate how all these dynamics play together in interactions that ultimately underscore the platformvalue and growth. [ABSTRACT FROM AUTHOR]

In recent years, sharing economy business models (BMs) have gained substantial research attention. This stream has led to several important insights, but due to its practical nature and diversity, it has provided limited conceptual integration. This introductory article conceptualizes the research field of sharing economy BMs and their implications for market dynamics, digital technology, and sustainability. Furthermore, we summarize the six articles published in the special issue of sharing economy BMs and discuss how each of them pushes the boundaries of empirical and conceptual insights in the field. Overall, this special issue contributes to a deeper understanding of research in the intersection of the sharing economy and business models and develops a call for future research across the three dimensions of market dynamics, technology, and sustainability. [ABSTRACT FROM AUTHOR]

OVERVIEW: The metaverse is widely expected to become the next generation of the Internet and to have a comparable business impact. Thus far, however, many companies have experienced significant challenges and disappointments with the metaverse. This article introduces a method for companies to create a metaverse strategy and to ask the right managerial questions to move beyond the hype and derive tangible value from metaverse technologies. We also propose three alternative pathways for implementing a metaverse strategy in practice, thereby helping managers respond effectively to metaverse-related strategic questions. PRACTITIONER TAKEAWAYS: To achieve success in the metaverse, companies need to determine their "why," figure out their "what," and decide their "how." By pinpointing their "why," "what," and "how," companies can devise an actionable metaverse strategy that will allow them to capitalize on the potential of this emerging technology to realize competitive gains—without falling prey to the hype. Three alternative pathways exist—mission-driven, experimentation-driven, and synergy-driven—that companies can explore to achieve business impact and success in the metaverse. [ABSTRACT FROM AUTHOR]