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论文编号：	14243
作者编号：	2320213850
上传时间：	2023/12/9 14:08:10
中文题目：	BK房地产交易平台治理优化研究
英文题目：	Research on the Improvement of Platform Governance of BK Real Estate Transaction Company
指导老师：	吴德胜
中文关键字：	平台治理；决策权；控制机制；定价机制；房地产
英文关键字：	Platform governance；Decision-making power；Control mechanism；Pricing mechanism；Real estate
中文摘要：	摘要 近年来随着互联网与产业深度融合，中国平台经济迅速崛起，在大幅提升消费者和厂商匹配效率和品质的同时也产生了平台与多方的矛盾和冲突，典型的如平台垄断、用户多栖、治理不足等问题。 BK平台是我国居住服务领域的典型平台模式。为解决居住服务供给端服务品质难以适应需求的矛盾，BK通过平台模式打造服务者合作机制，发挥同边网络效应和跨边网络效应，实现规模、效率、品质正循环。在第一阶段创建经纪人合作网络（Agent Cooperation Network，ACN）的基础上，BK通过平台基础设施和管理经验向住房租赁、家装家居、物业管理等居住服务领域覆盖，力图通过产业互联网改造传统居住服务流程，实现更美好的居住以及行业从业者的职业化。 作为横跨居住服务多个领域的平台，BK平台内部主体非常多元，不同的赛道和主体之间关系既有相互合作，又有相互竞争，关系非常复杂。平台的网络效应聚合了不同的利益相关方和市场要素，发挥重要的类似市场基础设施的作用，最终形成一个基于平台的新居住生态系统。在这个生态系统中，平台必须处理好消费者、业主、品牌、店东、经纪人等平台主体的关系。BK平台处在一个弱监管、强竞争的复杂环境中，行业基础较为落后，治理较为困难。 本研究从阿姆瑞特·蒂瓦纳 （Amrit Tiwana.2018）关于平台治理的“决策权-控制机制-定价机制”框架出发，分析了BK平台治理的主要缺陷，主要是：（1）决策权：直线型管控与多元主体共同参与治理需求的矛盾；（2）控制机制：强管控思路与平台治理不足之间的矛盾；（3）定价机制：平台定价激励机制不够完善，网络负效应始终难以解决。 针对BK平台治理上的缺陷，本研究的核心是要解决平台强管控与完善多层次治理架构问题，据此提出三大平台治理策略：（1）决策权配置优化：健全更加高效且多元的治理架构，强化BK平台的监管能力并完善多层次治理架构，在此基础上更好的与政府进行监管信息的汇报，引入视角行业组织参与平台治理；（2）控制机制优化：完善平台规则，提升线上化治理能力，着力点在于提供梯度处罚工具，通过BK分加强对品质的控制并不断完善线上化治理能力；（3）定价机制优化：优化定价机制平衡内外关系，主要包括进一步完善商机分配规则，优化平台收费定价机制并引入合作商户的二次分配机制。为了保证平台治理战略落地实施，本研究提出，要强调文化价值观对平台治理的首要作用，要提高平台治理的人才保障和基础保障。 本研究以居住服务领域中最复杂的BK平台作为研究案例，深入剖析平台面临的问题和治理手段、治理效果，一是能够为解决BK当下及未来的现实问题提供战略思考和对策建议；二是BK平台治理的经验（如BK分、服务承诺和赔付）对其他平台（如交通出行、社区服务等）的治理形成参考借鉴；三是也能对平台治理相关学术理论作出贡献。本研究的创新之处是在阿姆瑞特·蒂瓦纳 （Amrit Tiwana.2018）的“决策权－控制－定价”框架之上，进一步提出在一个加盟商之间合作如此重要的平台上，如何通过企业文化的渗透支撑平台治理目标的实现。 关键词：平台治理；决策权；控制机制；定价机制；房地产
英文摘要：	Abstract In recent years, with the deep integration of the internet and the industry, China's platform economy has risen rapidly, which has greatly improved the efficiency and quality of matching between consumers and manufacturers, but also generated contradictions and conflicts between platforms and multiple parties, such as platform monopoly, multiple users, and insufficient governance. BK platform is a typical platform model in the field of residential services in China. In order to solve the contradiction that the service quality of the supply side of residential services is difficult to meet the demand, BK creates a service provider cooperation mechanism through the platform model, and gives full play to the same-side network effect and cross-border network effect to achieve a positive cycle of scale, efficiency and quality. On the basis of the establishment of the Agent Cooperation Network (ACN) in the first phase, BK covers housing leasing, home improvement, property management and other residential service fields through platform infrastructure and management experience, and strives to transform the traditional residential service process through the industrial Internet to achieve better living and the professionalization of industry practitioners. As a platform spanning multiple fields of residential services, the internal subjects of the BK platform are very diverse, and the relationship between different tracks and subjects is both mutual cooperation and mutual competition, and the relationship is very complex. The network effect of the platform aggregates different stakeholders and market elements, plays an important role as a market-like infrastructure, and ultimately forms a new residential ecosystem based on the platform. In this ecosystem, platforms must handle the relationship between consumers, owners, brands, store owners, brokers and other platform entities. The BK platform is in a complex environment of weak supervision and strong competition, with a relatively backward industry foundation and difficult governance. Based on the framework of "decision-making power, control mechanism, pricing mechanism" of Amrit Tiwana (2018) on platform governance, this study analyzes the main shortcomings of BK platform governance, mainly as follows: (1) the contradiction between decision-making power: linear control and the need for multiple subjects to participate in governance; (2) Control mechanism: the contradiction between the idea of strong management and control and the insufficient governance of the platform; (3) Pricing mechanism: The platform pricing incentive mechanism is not perfect, and the negative effect of the network is always difficult to solve. In view of the shortcomings in the governance of the BK platform, the core of this study is to solve the problem of strong platform management and control and improve the multi-level governance structure, and propose three platform governance strategies: (1) optimization of decision-making power allocation: improve a more efficient and diversified governance structure, strengthen the regulatory ability of the BK platform and improve the multi-level governance structure, on this basis, better report regulatory information with the government, and introduce perspective industry organizations to participate in platform governance; (2) Optimization of control mechanism: improve platform rules and enhance online governance capabilities, focusing on providing gradient punishment tools, strengthening quality control through BK points and continuously improving online governance capabilities; (3) Optimization of pricing mechanism: Optimizing the pricing mechanism to balance internal and external relationships mainly includes further improving the rules for the allocation of business opportunities, optimizing the platform charging pricing mechanism and introducing the secondary distribution mechanism of cooperative merchants. In order to ensure the implementation of the platform governance strategy, this study proposes to emphasize the primary role of cultural values in platform governance, and to improve the talent guarantee and basic guarantee of platform governance. This study takes the most complex BK platform in the field of residential services as a case study, and deeply analyzes the problems faced by the platform, the governance methods and governance effects, firstly, it can provide strategic thinking and countermeasures for solving the current and future practical problems of BK; Second, the experience of BK platform governance (such as BK points, service commitments and compensation) can be used as a reference for the governance of other platforms (such as transportation and travel, community services, etc.); Third, it can also contribute to academic theories related to platform governance. The innovation of this study is to build on Amrit Tiwana's (2018) "decision-making power, control mechanism, pricing mechanism" framework, and further propose how to support the realization of platform governance goals through the penetration of corporate culture on a platform where cooperation between franchisees is so important. Keywords: Platform governance；Decision-making power；Control mechanism；Pricing mechanism；Real estate
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