Information technology platform of the carpathian smart region: functions and features of formation

Author(s) Collection number Pages Download abstract Download full text
Федорка П. П. № 1 (66) 92-103 Image Image

The publication is aimed at researching the main indicators, functions and features that contribute to the formation of new technological solutions, the so-called «smart» region. The researched material should become an important help or initial instruction, which should be paid attention to by ideological inspirers or young employees who want to implement this concept in particular in the «smart» Carpathian region. Since the above-described concept is relatively new and insufficiently researched, the value of the work lies in its study of the best practices and metrics that have already been implemented in the life of communities, as well as the presentation of own analytical conclusions and advice on the formation and conditions necessary for the region to acquire the status of «smart». Important elements of smart regions are information technology platforms containing a set of information systems and applications necessary for its development. Some of them are open source software products. The authorities of the smart region involve complex software developments supported by convenient interfaces on information technology platforms. The organization of the information technology platform is based on the need to flexibly restructure the resources of the smart region and create new business opportunities for its development. Also, the introduction of innovative technologies makes it possible to use the potential and resources of the territory as efficiently as possible, which aims to achieve the status of a comfortable, technological, «smart» region. The platform thus created is a cumulative and interdependent set of capabilities that have generative properties and represents a collection or a particular architecture of tools and resources that are realized and deployed through its consolidating capabilities.

Keywords: criteria for forming a smart region, Carpathian smart region, information technology platform, recommendation system, data security, information technologies, “smart” region, platform concept.

doi: 10.32403/1998-6912-2023-1-66-92-103


  • 1. Llewellyn D W, Thomas, Erkko, Autio, & David Michael, Gann (2014). Architectural Leverage: Putting Platforms in Context Academy of Management Perspectives, 28 (2), 198−219. DOI:10.5465/amp.2011.0105 (in English).
  • 2. Teece, D. J., Pisano, G. P., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509−533 (in English).
  • 3. Simpson, T. W. (2004). Product platform design and customization: Status and promise. AI EDAM, 18, 3−20 (in English).
  • 4. Boudreau, K. J., & Jeppesen, L. B. (2014). Unpaid Crowd Complementors: The Platform Network Effect Mirage. Strategic Management Journal, 1761−1777. Doi: URL: https://doi.org/10.1002/smj.2324 (in English).
  • 5. Meyer, M. H., & Zack, M. H. (1996). The design and development of information products. MIT Sloan Management Review, 37, 43−59 (in English).
  • 6. Meyer, M. H., Tertzakian, P., & Utterback, J. M. (1997). Metrics for managing research and de­velopment in the context of the product family. Management Science, 43: 88−111 (in Eng­lish).
  • 7. Meyer, M. H., & Utterback, J. M. (1993). The product family and the dynamics of core capability. MIT Sloan Management Review, 34: 29 (in English).
  • 8. Wheelwright, S. C., & Clark, K. B. (1992). Creating project plans to focus product de­ve­lop­ment. Harvard Business Review, 70: 70−82 (in English).
  • 9. Simpson, T. W., Maier, J. R. A., & Mistree, F. (2001). Product platform design: method and application. Research In Engineering Design, 13: 59−74 (in English).
  • 10. Wortmann, H., & Alblas, A. (2009). Product platform life cycles: a multiple case study. International Journal of Technology Management, 48: 188 (in English).
  • 11. Meyer, M. H., & Utterback, J. M. (1993). The product family and the dynamics of core capability. MIT Sloan Management Review, 34: 29 (in English).
  • 12. Robertson, D., & Ulrich, K. (1998). Planning for product platforms. MIT Sloan Management Review, 39, 19−32 (in English).
  • 13. Gawer, A. (2009). Platform dynamics and strategies: From products to services. In A. Gawer (Ed.). Platforms, Markets And Innovation, 45−76 Cheltenham, UK: Edward Elgar. (in Eng­lish).
  • 14. Bresnahan, T. F., & Greenstein, S. (1999). Technological competition and the structure of the computer industry. Journal of Industrial Economics, 47, 1−40 (in English).
  • 15. Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan Management Review, 43 (3), 51−58 (in English).
  • 16. Gawer, A., & Henderson, R. M. (2007). Platform owner entry and innovation in complementary markets: Evidence from Intel. Journal of Economics & Management Strategy, 16 (1), 1−34 (in English).
  • 17. Ciborra, C. U. (1996). The platform organization: Recombining strategies, structures, and surprises. Organization Science, 7, 103−118 (in English).
  • 18. Kogut, B., & Kulatilaka, N. (1994). Options thinking and platform investments: Investing in opportunity. California Management Review, 36, 52−71 (in English).
  • 19. Kim, D. J., & Kogut, B. (1996). Technological platforms and diversification. Organization Science, 7, 283−301 (in English).
  • 20. Meyer, M. H., & Dalal, D. (2002). Managing platform architectures and manufacturing processes for nonassembled products. Journal of Product Innovation Management, 19, 277−293 (in English).
  • 21. Taudes, A., Feurstein, M., & Mild, A. (2000). Options Analysis of Software Platform Decisions: A Case Study, MIS Quarterly (24:2), 227−243 (in English).
  • 22. Hagiu, A. (2014). Strategic Decisions for Multisided Platforms. MIT Sloan Management Re­view. DOI: http://sloanreview.mit.edu/article/strategic-decisions-for-multisided-platforms (in English).
  • 23. Rajiv, D. Banker, Nan, Hu, & Paul, A. (June 2011). Pavlou, Jerry Luftman.CIO Reporting Structure, Strategic Positioning, and Firm Performance. MIS Quarterly, 35, 2, 487−504 (in English).
  • 24. Gawer, A. (2009). Platforms, Markets and Innovation: An Introduction. Platforms, Markets and Innovation, Cheltenham, UK and Northampton, MA, US: Edward Elgar, 1−16 (in English).