Co-Creating Platform Governance Models Using Boundary Resources: a Case Study from Dementia Care Services
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© Springer Nature B.V. 2019
Co-Creating Platform Governance Models Using Boundary Resources: a Case Study from Dementia Care Services Babak A. Farshchian1*
& Hanne Ekran Thomassen2
1
* Department of Computer Science, Norwegian University of Science and Technology (NTNU), 7491 Trondheim , Norway(E-mail:[email protected]) ; 2DIPS AS, Beddingen 10, 7014 Trondheim , Norway (E-mail:[email protected]) Abstract. Digital labor platforms are gaining in popularity in our societies. Information systems and software engineering disciplines have focused on organizational and technological aspects of these platforms, favoring the views of platform owners. At the same time, extensive knowledge of how workers use these platforms, and how they are affected by them, is emerging within computer-supported collaborative work and human-computer interaction disciplines. These two strands of research, one favoring the views of the platform owners and the other advocating the views of the platform users, are mainly developed in parallel and without influencing each other much. In this paper, we describe a case study of designing a digital labor platform for person-centered dementia care in a small company. Dementia care illustrates an extreme case of a complex type of work. This complexity helps us debate some of the benefits and shortcoming of current platforms and platform governance models. We analyze our case using an adaptation of the platform boundary resources model. This model helps us illustrate the tensions between platform owners and workers. A focus on platform governance models and how we co-create such models can hopefully lead to better designs for both views. Key Words:: Digital labor platform, Digital platform, Platform governance model, Platform model, Digital workplace, Boundary resource, Dementia care service, Healthcare service, Co-design, Cocreation, Person-centered dementia care, Dementia, Digital health, Case study
1. Introduction The platform model has become a leading business, organizational and technological model thanks to the astronomic growth of companies such as Google, Amazon, Facebook, and Apple (Tiwana 2013). Although platform organizations existed before recent technological advancements, a digital platform often underlies modern platform organizations. A digital platform can be defined as Ba set of digital resources—including services and content—that enable value-creating interactions between external producers and consumers^ (Constantinides et al. 2018). We also define platformization as the process of organizational, financial and technological transformation that an organization often has to go through to effectively utilize a platform model (see Zhu and Furr 2016 for an example of such a process). From initially being of interest to IS (Information Systems) and SE (Software
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Engineering), we have seen a recent increase of interest in platforms in HCI (HumanComputer Interaction) and CSCW (Computer-Supported Cooperative Work). This interest is partiall
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