Open versus closed organizational design options of sharing economy models and sharing communities

  • With the recent emergence of the sharing economy, novel and complex organizational forms are founded on individuals and sharing communities that micro-manage and self-organize their own, private resources for social or commercial outcomes within an organizational scope. These novel and complex forms reflect sharing economy models which are designed along a range from decentralization to centralization. In decentralized designs, individuals control and organize their own, private resources in sharing communities. In centralized designs, the organization controls and organizes the resources which are shared within communities. This dissertation addresses the complexity of sharing economy models by exploring them on the organizational, the individual and the system level. On the organizational level, this dissertation specifies the various configurations of sharing economy models. These configurations are based on representative design options which are traded off between decentralization and centralization. The Sharing Economy Spectrum is conceptualized as framework which integrates these characteristics-based design options. On the individual level, this dissertation focuses on how individuals’ resource endowment and trust in organization builders, in community members and in institutions individually influence individuals’ expectations regarding the beneficiaries of a sharing economy model. A regression model and a couple of hypotheses are developed and explored through a survey conducted at the Philippine social organization Gawad Kalinga. On the system level, this dissertation acknowledges the sharing economy as a socioeconomic ecosystem and addresses the leadership paradox that resources are decentralized but require central leadership. Complexity leadership theory captures sharing economy models as complex adaptive systems whose leadership is organized for a common purpose. The specific roles of dynamic interaction and trust for complexity leadership are explored jointly with social entrepreneurship and sharing economy research. An ethnography with Gawad Kalinga reveals a novel complexity leadership model that fosters bottom-up leadership.

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Author:Christopher Smolka
Subtitle (English):designs for social entrepreneurship and the role of trust in sharing communities
Publisher:WHU - Otto Beisheim School of Management
Place of publication:Vallendar
Referee:Christoph Hienerth, Franz W. Kellermanns
Document Type:Doctoral Thesis
Date of Publication (online):2020/06/24
Date of first Publication:2020/06/24
Publishing Institution:WHU - Otto Beisheim School of Management
Granting Institution:WHU - Otto Beisheim School of Management
Date of final exam:2019/03/13
Release Date:2020/06/24
Tag:Sharing economy; Social Entrepreneurship
Page Number:169 S.
Institutes:WHU Entrepreneurship and Innovation Group / Chair in Entrepreneurship and New Business Development
Licence (German):Copyright this PhD thesis