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The use of digital information and communication technologies would be the traces of a social acceptability of the exploitation of all data, in the context of negotiations of uses. This is the reason why the users present themselves actors and contributors of the hyperconnectivity. We would thus witness a new form of dissemination, inviting user experience and social innovations. It is thus the victory of subordination by negotiated renunciation; A new form of serving, no longer that of the 1980's, with the counters and other services, which have become uncontrolled services - excepted when the users are overcome by restrictive ergonomics, revealing too much the subordination device - which joins the prescription apparently without an injunction. The lure is at its height when users and broadcasters come together to produce the services and goods, composing the business model, until the very existence of the companies, in particular the pure players. Crowdsourcing becomes legitimate: consumers create the content, deliver the data, the basis of the service sold (in a painless way because free access most of the time, indirect financing), the providers make available and administer the service, networks , Interfaces (representing considerable costs), also reputation to attract the attention of other consumers or contributors. In these conditions, the environmental stakes are considerable, so we propose another way of considering them, not as they are dealt with - material and pollution - but according to the prism of the relational practices analyzed in this volume.
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"Online platforms support so many of our daily activities that we have become dependent on them in our personal and professional lives. We rely on them to buy and sell goods and services, to find information online and to keep in touch with each other. We use them for entertainment, news, transportation, accommodation, finding jobs and employees, finding apps and for many other purposes. Online platforms have also raised new and important policy questions, but the businesses themselves can be more complex than they appear so they are not always well understood. This report contains detailed profiles of twelve of the world's leading platform companies and derives insights from those profiles about what platforms actually do, how they do it, and why they succeed financially. For example, the report finds that although platforms tend to have a number of economic characteristics in common, they also vary so greatly that they cannot be compartmentalised into just a few categories, let alone a single sector. Moreover, they do not all succeed for the same reasons. In addition, although the major Chinese platforms still have a low profile within the OECD, they are in the process of expanding globally and deserve more attention."--Page 4 of cover.
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