Electronic Markets (2026) 36:9

Market & Ecosystem Level Challenges

At the market and ecosystem level, B2B platforms face challenges rooted in the overall constellation of actors. These include Fear of strategic loss of control by potential participants, the complex interplay of the Market position and reputation of the platform owner (which can create both trust and skepticism), and the influence of Keystone actors within the existing market who control access to critical target groups.

Business Logics & Routines Challenges

The second cluster of challenges arises from embedded business logics and routines in dyadic interorganizational relationships. These include Conflicts of local and global optima, where individual company goals clash with the platform's overarching efficiency goals. Overcoming Existing dyadic relationships and transferring them to the platform is difficult, as is addressing potential participants' Fear of intermediation and loss of direct control over their partners.

Organizational Complexity Challenges

At the organizational level, B2B platforms grapple with the intrinsic complexity of participating firms. This includes High actor's heterogeneity due to diverse organizational structures and requirements, the challenge of integrating Implicit knowledge and relationships of the people involved, and reaching Critical actors' (individuals) embeddedness within complex organizational structures, roles, and decision-making processes.

B2B vs B2C Platform Dynamics

Understanding these fundamental differences is crucial for designing effective B2B platform strategies, as B2C principles often do not directly translate.

Methodology and Limitations

This study employed an exploratory, qualitative multiple case study design, based on 30 semi-structured interviews across five early-stage B2B platform initiatives within a single European industrial group. Data collection spanned August 2022 to June 2023, yielding 486 pages of transcribed material, complemented by internal documents and public information.

A primary limitation is the generalizability of findings, as all cases were from one company group in the aviation industry. This focus, while enhancing comparability, limits direct transferability to other industries or platform types. Additionally, the interview sample, though diverse, was specific to internal dynamics, and a retrospective bias in interviews could not be fully eliminated. Future research should verify transferability through quantitative methods and explore AI-driven actor dynamics.

Strategic Implications for B2B Platform Success

Our findings provide actionable insights for managers. First, conduct a thorough relational audit to identify existing relationships, power dynamics, and potential conflicts. Second, tailor platform value propositions and governance to explicitly address the unique needs and fears (e.g., strategic loss of control, intermediation) of diverse B2B actors, especially keystone players.

Third, establish clear incentive structures that align local and global optima, overcoming resistance from ingrained business logics and routines. Finally, recognize and actively manage the inherent organizational complexity by considering heterogeneity, implicit knowledge, and embedded critical actors when designing platform features and engagement strategies. Continuous relational work is key, not just upfront design.

This core insight underscores the necessity of a tailored approach to B2B platform development, accounting for its unique relational and organizational complexities rather than directly applying B2C paradigms.