The study investigates how firms can stay in control of their business and advance new business ventures when using digital platforms. Conceptually, it draws on social systems theory to address business ventures through self-referential decision-making in its course as a foundation of systemic autopoiesis and organizational programs informing such decisions.
To understand organizational programs and self-referential decision-making in platform use, problem-centered interviews are conducted with experts from industry. Content analysis reveals patterns of self-referential decision-making regarding the use of digital platforms from which different types of programs can be deduced.
When using digital platforms, self-referential decision-making splits up into a part that occurs on platforms in daily usage and off platforms when preparing and interpreting the use of platforms to conduct business. From these findings, conclusions can be drawn about different dimensions of organizational programming, concerning (1) frequency and level of aggregation in data sharing, (2) signaling in negotiations, presenting a firm, e.g. as bold, aggressive or reliable, stable, (3) reliance on personal ties and networks outside beyond the business activities address on the platform and (4) the direction of fit of platform data being either a descriptive approximation of business or a prescription for collaboration.
The study draws attention to autopoietic dynamics in business ecosystems that are essential for creative evolution driving economic development. It establishes a new approach to digital platforms through the lens of social systems theory with implications for theory development and the practice of platform design and operation.
