02363nas a2200241   4500008004100000022001400041245013300055210006900188260004200257300001000299490000700309520158700316653002501903653001601928653002001944653003501964653001501999100002002014700001702034700002002051700002002071856003002091       2020                        eng d  a1927-032100aIs Porter's Five Forces Framework Still Relevant? A study of the capital/labour intensity continuum via mining and IT industries0 aPorters Five Forces Framework Still Relevant A study of the capi  aOttawabTalent First Networkc06/2020  a28-410 v103 aPorter's Five Forces (P5F) framework, published in 1979, helps us to understand the attractiveness of an industry. The five competitive forces are: the threat of new entrants, the bargaining power of buyers, the bargaining power of suppliers, the threat of substitute products of services, and the rivalry among existing competitors. This framework has recently come under scrutiny and been called into question. To contribute to the debate, this paper investigates the relevance of Porter's framework by contrasting vastly different industries. The use cases consist of a resource-based, capital-intensive industry, the mining industry, and a knowledge-based, labor-intensive industry, the information technology industry. Drawing from research on Porter's Five Forces framework, and through an internationalization lens, the paper proposes a modified framework augmented with four additional forces. These additional forces are: the competitor's level of innovativeness, exposure to globalization, threat of digitalization, and industry exposure to de/regulation activities. These forces were added to capture the increased interconnectivity and complexity of businesses operating in the 21st century. The paper contributes to this body of knowledge by augmenting a popular framework and applying it to vital industrial sectors. The findings aim to incite researchers, managers, entrepreneurs and policymakers to go beyond the traditional five forces as a way to help monitor their business environment and enhance decision-making processes, particularly in a post-COVID-19 world.10ainternationalization10aIT industry10amining industry10aPorter's Five Forces framework10aregulation1 aIsabelle, Diane1 aHorak, Kevin1 aMcKinnon, Sarah1 aPalumbo, Chiara  utimreview.ca/article/136601513nas a2200181   4500008004100000022001400041245011900055210006900174260004200243300000900285490000700294520092200301100002001223700002101243700001801264700001901282856003001301       2020                        eng d  a1927-032100aThe Role of Analytics in Data-Driven Business Models of Multi-Sided Platforms: An exploration in the food industry0 aRole of Analytics in DataDriven Business Models of MultiSided Pl  aOttawabTalent First Networkc07/2020  a5-160 v103 aThe collection and use of data play an increasingly important role in the growth and success of today&rsquo;s digital multi-sided platforms (MSPs). However, many aspiring MSPs lack effective strategies for using data to establish a profitable data-driven business model (DDBM). This study explores how MSPs in the food industry can utilize data to develop such a DDBM. Based on an analysis of seven illustrative cases of high-growth MSPs, namely food delivery and meal kit providers, the study identifies eight factors that reveal the role of analytics in those firms&rsquo; DDBM, and further classifies them into three DDBM boosters. The findings contribute to our extant knowledge on MSPs and DDBM by addressing how digital platforms in the food industry can leverage big data to optimize their current business processes, predict future value of their product and service offerings, and develop their partnerships.1 aIsabelle, Diane1 aWesterlund, Mika1 aMane, Mohnish1 aLeminen, Seppo  utimreview.ca/article/1371