Drivers and barriers of the implementation process of a digital B2B freelance platform
G.M. Geelen (TU Delft - Technology, Policy and Management)
G.A. de Reuver – Mentor (TU Delft - Technology, Policy and Management)
Z. Roosenboom-Kwee – Mentor (TU Delft - Technology, Policy and Management)
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Abstract
Freelance platforms such as Fiverr and Upwork lower the threshold for hiring temporary workers by enabling companies to post short-term assignments or “gigs” that can be completed by freelancers worldwide (Jarrahi et al., 2020). This provides access to a global talent pool and reduces hiring time for organisations, while freelancers benefit from easier access to assignments. However, it also changes traditional work structures and introduces challenges such as aligning internal and external workers (Scully-Russ & Torraco, 2020).
Despite growing interest in freelance platforms, most research focuses on workers rather than organisational adoption. Existing studies on platform adoption often address broader B2B platforms or e-marketplaces, leaving a gap in understanding implementation in organisations. This thesis addresses this gap by investigating how B2B freelance platforms are adopted and implemented within organisations.
The study uses Rogers’ Diffusion of Innovation theory and the Technology-Organisation-Environment (TOE) framework, extended with collaboration factors. A literature review is combined with an embedded case study of a Dutch freelance platform (Platform X), involving two client organisations: one that adopted but did not implement the platform, and one that successfully implemented it. Data includes interviews and usage metrics.
Results show that adoption is driven by perceived relative advantages such as external capacity, platform support, and assignment flexibility. Low complexity and accessibility also support adoption, along with managerial openness to experimentation. Barriers include uncertainty about freelancer quality and unclear applicability of tasks.
Implementation success depends on organisational position of decision-makers and internal diffusion channels. Higher-level decision-makers facilitate adoption and implementation, while internal users require time and support to experiment with the platform. Usage is hindered by effort required to guide freelancers and uncertainty about outsourcing suitability.
The study contributes to literature by identifying drivers and barriers in freelance platform adoption and implementation, and by extending the TOE framework with collaboration factors. It provides managerial implications, suggesting organisations allocate time for internal alignment and platform-supported scoping of tasks, while providers should reduce uncertainty by improving transparency of freelancer capabilities.
Limitations include limited data availability and case diversity. Future research should test identified relationships, compare different platform types, and further explore organisational differences in adoption and implementation processes.