The sharing economy has the potential to innovate new markets by making the reuse of idle resources globally. The practices of sharing culture vary among developed and developing countries because of the un-stabilized economic situation and bad infrastructure. (1) This research is based on a case study of transportation network company (TNC) that has the capability to change the conventional transportation system because of its agile nature; (2) the study analyzes the data conducted from Careem (TNC) in Pakistan by using a qualitative approach; (3) the results show that to find a solution for scarcity of products/services in developing countries caused by limited and scattered resources, a learning climate is created by Careem which enables Careem to understand social issues in Pakistan and to use these insights to further develop its business model. Under learning climate, Careem promotes the culture of respect towards collaboration; (4) overall, Careem plays a facilitative leadership role and brings together different stakeholders on one platform for contributing to a common goal to achieve sustainability. Further, with the joint efforts of all stakeholders, an extended service ecosystem has been formed through boundary-spanning activities. Careem acts as a core boundary spanner and supports other organizations to become a second level boundary spanner. Finally, Careem has made a substantial contribution to resolve the problem of unsustainability in Pakistan.

Multi-sided platforms (MSPs) can enable multiple user groups to create coordinated value. Like all transformative business models, these platforms emerged to resolve platform-related issues. Among the well-known MSPs, this research has focused on the ride-hailing platform InDrive as a successful case of MSP in Pakistan. Despite the presence of major companies like Uber and Careem, InDrive has gained recognition in a short period and has become the most downloaded ride-hailing application in Pakistan. InDrive focuses on empowering riders and drivers with greater fare-setting autonomy through negotiation; this peer-to-peer pricing model distinguishes it from its counterparts (Uber and Careem). This research examines the strategic features and innovations of InDrive’s business model to create a comprehensive framework for evaluating the effectiveness of strategic management, focusing on generating value by balancing the well-being of all stakeholders, ensuring equity, boosting productivity, and enhancing the impact of network effects. Notably, ride-hailing services (RHSs) are highly dynamic, as the features and offerings of these platforms may evolve. Therefore, balancing the sustainability of MSPs requires ongoing effort and an iterative approach.