Research on the construction process of supply chain ecosystem led by digital platform enterprises from the perspective of dynamic capability

Abstract

Purpose

Against the backdrop of the global reshaping of supply chains, supply chain ecosystems have emerged as a critical force in ensuring the high-quality development of enterprises and fostering stable economic growth. However, a systematic theoretical understanding of how to construct these supply chain ecosystems remains nascent. This study aims to explore the mechanism of the process of building supply chain ecosystems between digital innovation platform enterprises and digital trading platform enterprises from the perspective of dynamic capabilities.

Design/methodology/approach

An explanatory case study is conducted based on a theoretical framework grounded on dynamic capabilities view. Two preeminent digital platform enterprises in China (Haier and JD.com) are studied. The authors primarily conducted this research by collecting a large volume of these Chinese public materials.

Findings

First, the construction processes of supply chain ecosystems in both digital platform enterprises can be delineated into three stages: embryonic, development and maturity. Second, digital innovation platform enterprises’ construction process is primarily influenced by factors such as production and operational collaboration, consumer demand and research and development. This influence is exerted through interactions on digital platforms and within sub-ecosystems. Meanwhile, digital trading platform enterprises’ construction process is influenced by factors such as infrastructure development, consumer demand and financial support, driving dynamic capability formation through multi-party cooperation and ecological interactions based on conceptual identity.

Practical implications

In the establishment of supply chain ecosystems, digital platform enterprises should prioritize the cultivation of opportunity expansion, resource integration and symbiotic relationship capabilities. Furthermore, this study shows that digital platform enterprises need to actively adjust their interactive relationships with cooperating enterprises based on changes in the market, industry, policies and their own developmental stages.

Originality/value

This study addresses prior deficiencies in understanding the comprehensive construction of supply chain ecosystems and provides significant insights to enhance the theoretical foundation of supply chain ecosystem studies. Additionally, this paper uncovers the dynamic capability development behaviors and contextual features inherent in the construction process of supply chain ecosystems by digital platform enterprises.

Citation

Chi, K., Yan, F., Zhang, C. and Wang, J. (2024), "Research on the construction process of supply chain ecosystem led by digital platform enterprises from the perspective of dynamic capability", Supply Chain Management, Vol. 29 No. 6, pp. 1019-1041. https://doi.org/10.1108/SCM-03-2024-0208

1. Introduction

The assurance of security and stability within the supply chain serves as a foundational prerequisite for facilitating the seamless operation of both the economic and societal realms, thereby engendering a novel developmental framework. The pivotal imperative for achieving such security and stability lies in the intricate construction of a multi-agent, synergistic and mutually beneficial supply chain ecosystem (Wang, 2020), which is conceptualized as an ecosystem emerging from the interactions and interconnections among diverse entities within the supply chain community (Chen and Liu, 2021; Magliocca et al., 2023). Supply chain ecosystem, construed as a subset within the broader business ecosystem, is expressly dedicated to elucidating the symbiotic coexistence relationships and intricate mechanisms among various entities engaged in supply relationships. These entities encompass suppliers, manufacturers, retailers, end-customers and external service providers, including financial services, logistics services and settlement services (Chen and Liu, 2021; Tansakul et al., 2023). From a pragmatic standpoint, the digital economy has orchestrated a gradual metamorphosis of the traditional manufacturing chain into a platform, concurrently elevating the influence of digital platform enterprises within the manufacturing landscape, exemplified by entities such as Haier COSMOPlat and JD.com. These enterprises actively propel their developmental trajectories by exporting digital supply chain capabilities, thereby exerting a profound and expansive impact on diverse stakeholders within the supply chain (Li et al., 2023). This phenomenon distinctly shapes the value creation and acquisition logic within the supply chain ecosystem, fundamentally determining its comprehensive value proposition (Gawer and Cusumano, 2014; Song et al., 2018; Schreieck et al., 2021). The delineation of this intricate process as the construction of supply chain ecosystems by digital platform enterprises warrants scholarly investigation and consideration for its nuanced implications (Li et al., 2023).

A business ecosystem is a cluster of organizations and individuals that have the ability to influence a business and its customers and suppliers (Teece, 2007). The conventional discourse on the construction of the business ecosystem was predominantly focused on examining the complementary and correspondence relationships between “company-participant” and “participant-participant”. Additionally, extant research delves into the process of business ecosystem construction influenced by singular forces (Han et al., 2021). Notably, this body of research seldom systematically investigates the underlying logic of business ecosystem construction amidst the confluence of multiple factors. In the wake of the swift evolution of the digital economy, digital platform enterprises exhibit not static homogeneity but rather a discernible differentiation into diverse types (Ma and Lin, 2023). The construction mechanisms of business ecosystems for distinct digital platform enterprise types exhibit significant variations, precluding generalizations. However, prevailing research tends to narrowly focus on the analysis of business ecosystem construction for specific types of digital platform enterprises. For instance, Sun and Zhang (2023) scrutinized the process of intelligent manufacturing ecosystem construction empowered by industrial Internet platforms and its corresponding value creation behaviors. Similarly, Zhang et al. (2023) examined the ecosystem construction process and value creation behaviors of B2B e-commerce platform enterprises. While these studies provide valuable insights, there remains a dearth of research systematically engaging in differentiated discussions pertaining to the business ecosystem construction processes of various types of digital platform enterprises. In contrast to traditional business ecosystems, supply chain ecosystems are distinguished by numerous transaction links, extended transaction chains and a heightened degree of relational flexibility. Consequently, the construction process is frequently confronted with a more dynamic, uncertain, intricate and ambiguous environment, rendering it a more challenging endeavor. As an extension of the business ecosystem research domain, inadequacies identified in the investigation of business ecosystem construction are also apparent in the research focused on constructing supply chain ecosystems. Scholars predominantly concentrate on elucidating pivotal activity mechanisms, such as synergistic interactions, value co-creation by integrating resources and governance among members, during the supply chain ecosystem construction process (Letaifa, 2014; Storbacka et al., 2016; Wagner, 2021; Li et al., 2021). However, the ecological principles underpinning these activities are seldom comprehensively synthesized based on the delineation of distinct construction stages. Consequently, there exists a significant theoretical gap in systematically examining how digital platform enterprises undertake the construction of supply chain ecosystems, considering the limitations in extant research and consolidating available practical insights.

Drawing upon the amalgamation of these analyses, according to the perspectives presented by Nambisan and Baron (2021), a successful supply chain ecosystem should embody three critical characteristics:

1. Stable competitive relationships among members;

2. The pursuit of individual value by members without compromising the overarching interests of the system; and

3. The amalgamation of diverse member skills resulting in an ecosystem capacity exceeding the sum of its parts (“1 + 1 > 2”).

Within these characteristics, the competitive activities among members for profit represent external manifestations, whereas the formation of ecosystem capacity and the exertion of its robust guiding influence signify more critical internal core features. Drawing on the research conducted by Gomes et al. (2018), Wagner (2021) and others, to cultivate such capabilities, specific key members must assume leadership roles in the process of constructing the supply chain ecosystem. These leaders explore diverse strategies to address emerging challenges, ensuring an orderly construction process and facilitating the gradual evolution of member relationships from a loose assemblage to a structured group. In synthesizing these analyses, this study contends that the construction of supply chain ecosystems fundamentally constitutes the cultivation of dynamic capabilities, a facet that remains inadequately explicated in current scholarly investigations.

This manuscript asserts that addressing the inquiry regarding “how digital platform enterprises construct supply chain ecosystems” necessitates a theoretical exploration involving the “distinction of construction stages within the supply chain ecosystems of digital platform enterprises, coupled with the refinement of diverse dynamic capabilities cultivated and manifested across distinct stages.” Consequently, this research endeavors to elucidate the above-mentioned theoretical constructs, drawing on the perspective of dynamic capability theory and using a case study methodology. The differentiation of various types of digital platform enterprises serves as the foundation for this investigation, ultimately aiming to address inadequacies inherent in current research endeavors. The used methodology is a case study approach aimed at delving into the aforementioned theoretical research content and ameliorating the current research deficit. Regarding case selection, adhering to perspectives from eminent scholars such as Gawer (2021), Bonina et al. (2021) and Ma and Lin (2023), digital platform enterprises are classified into two distinct typologies: digital innovation platform enterprises and digital trading platform enterprises, with Haier COSMOPlat exemplifying the former and JD.com embodying the latter. Within this study, two preeminent digital platform enterprises serve as focal research subjects for in-depth case analyses. These analyses, delving into the supply chain ecosystem construction processes of these enterprises, offer a comprehensive perspective. This approach not only contributes to the augmentation and refinement of the theoretical framework underpinning research on supply chain ecosystems but also furnishes pragmatic insights for enterprises across diverse industries engaged in the construction of supply chain ecosystems.

2. Relevant literature review and theoretical basis

2.1 Digital platform enterprises

The examination of Digital Platform Enterprises (DPEs), originating during the Internet surge of the 1990s, pertains to entities adept at constructing digital platforms using digital technologies. Such enterprises exhibit three pivotal characteristics, namely bilateral or multilateral markets, network effects and openness (Ma and Lin, 2023). Building upon the insights of Han et al. (2021), DPEs are anticipated to extend their business footprint through ongoing adjustments and optimizations aligned with the contemporary paradigm of value creation and acquisition. This evolution transcends the conventional trajectory of organizational scale expansion, instead manifesting as a nuanced process involving the dissolution of organizational boundaries and the cross-boundary proliferation of eco-growth. Essentially, for digital platform enterprises, achieving a broader and deeper co-innovation is a strategic imperative, compelling them to leverage digital technology to assemble a diverse array of enterprises and individuals, thereby forming a platform ecosystem during their developmental trajectory. Consequently, digital platform enterprises typically assume the role of instigators and leaders within a business ecosystem (Cozzolino et al., 2021; Wang et al., 2023).

The nexus between business ecosystem attributes shaped by digital platform enterprises and their underlying platform types is a crucial facet (Bonina et al., 2021; Gawer, 2021; Nerbel and Kreutzer, 2023; Culotta et al., 2024). Consequently, an examination of the business ecosystem construction within digital platform enterprises necessitates a nuanced differentiation of digital platform types, prompting research stratification based on these distinctions. With regard to the classification of digital platform enterprises, Ma and Lin (2023) integrate perspectives from previous research and delineate two primary types: digital trading platform enterprises and digital innovation platform enterprises. Digital trading platforms center on manipulating market pricing mechanisms and market access to enhance transaction efficiency. Notably, the platform owner lacks ownership of the traded goods and services; instead, they establish a bilateral market to directly match supply and demand, thereby facilitating transactions. The optimization of resource allocation, reduction of search costs and enhancement of the supply-demand relationship collectively contribute to market efficiency for both buyers and sellers, thereby engendering value creation for the platforms themselves. Digital innovation platforms foster a complementary economy through external openness and the incorporation of complementary elements that facilitate value co-creation by seamlessly integrating internal and external resources. In this paradigm, platform owners furnish infrastructure, relationship networks and other foundational resources to complementaries. In turn, complementaries leverage these resources to collaboratively develop innovative products or services in conjunction with the platform owners (Ma and Lin, 2023). This categorization has exerted a profound influence on subsequent scholarly investigations, resulting in the emergence of diverse platform types. Scholars have proposed various categories, including multilateral trading platforms, complementary innovation platforms, information platforms, sharing platforms, among others (Cennamo, 2021; Liu, 2022). Building upon these studies, the present paper adopts the classification delineated by Ma and Lin (2023) to systematically analyze the supply chain ecosystem construction processes of digital innovation platform enterprises and digital trading platform enterprises.

2.2 Construction of supply chain ecosystem

The concept of an ecosystem was initially introduced by the British ecologist A. G. Tansley in 1935, denoting a natural system formed through the interaction between living organisms and their environment. Moore (1993) first brought this concept into the business domain, subsequently giving rise to a series of new concepts such as business ecosystems, innovation ecosystems and entrepreneurial ecosystems. Amidst the backdrop of digital advancement, supply chains are assuming an increasingly pivotal role in complex, multilateral collaborative relationships. They are gradually evolving into intelligent and dynamic supply chain networks, constituting the foundational cornerstone for the emergence of supply chain ecosystems (Wagner, 2021; Chen and Liu, 2021). In delineating the concept of the supply chain ecosystem, Ketchen et al. (2014) proffer a definition encapsulating it as an organizational community comprising interdependent and coordinated entities. They underscore the collaborative efforts of diverse entities in shaping and nurturing a supply chain sourcing foundation, intending to yield competitive advantage and performance excellence. Stolze et al. (2016) integrate the service-driven logic with the supply chain ecosystem, introducing the notion of the consumer-oriented supply chain ecosystem. Approaching the concept through a digital enablement lens, Chen and Liu (2021) propose that the supply chain ecosystem revolves around the “digital-services-products package.” It manifests through interactions among various subjects within the supply chain community. This ecosystem, structured around the “digital-service-product package,” emerges through the collaborative engagement of diverse entities within the supply chain community. Synthesizing the aforementioned perspectives, this paper assimilates concepts from natural ecosystems and business ecosystems to define the supply chain ecosystem. It is portrayed as an initiative spearheaded by core organizations within the supply chain network, involving various organizational groups and the external environment as primary participants. The overarching objective is the realization of value creation.

The construction of the supply chain ecosystem is an immensely intricate endeavor due to its inherent complexity. This process demands not only the meticulous segmentation of tasks across various phases for sequential execution (Sekhar and Dismuke, 2009; Muckstadt et al., 2001; Zhu et al., 2020) but also necessitates the leadership of key stakeholders endowed with formidable comprehensive capabilities to propel the initiative forward (Schoenherr et al., 2014). Guided by this recognition, contemporary scholarly investigations into the construction of the supply chain ecosystem predominantly concentrate on two focal points: first, a meticulous analysis of the evolutionary trajectory of the supply chain ecosystem, demarcating distinct stages of evolution; second, an exploration of the evolutionary mechanisms inherent in the supply chain ecosystem, with particular emphasis on member interactions, technological inputs and other pertinent factors.

In the domain of the evolutionary trajectory and stage categorization of the supply chain ecosystem, direct research specific to this domain is currently limited. However, a more mature body of knowledge exists in related fields such as business ecosystems and innovation ecosystems. The insights garnered from these areas have proven instructive. Notably, scholars in these realms frequently use lifecycle theory as an analytical framework. Moore (1993), for instance, posits a four-stage development model for business ecosystems, encompassing the pioneering, expansion, leadership and self-renewal or demise stages. Each stage is characterized by distinct emphases in cooperative relationships among entities within the system. Sekhar and Dismuke (2009) distinguish the developmental phases of ecosystems into initial, developmental and maturity periods, while Zhu et al. (2020) condense the evolution of digital entrepreneurial ecosystems into embryonic, development and maturity stages. Regarding the evolutionary mechanisms intrinsic to the supply chain ecosystem, extensive research has been conducted. Some scholars delve into the intricacies of interaction mechanisms among internal members of the supply chain ecosystem. Zhao et al. (2022) propose that a diverse array of sub-ecosystems forms among internal members, collectively constituting the “supply chain network system.” Others concentrate on scrutinizing governance dynamics within the supply chain ecosystem. Li et al. (2021), focusing on Lenovo's global supply chain, proffer a governance trajectory for sustainable supply chains. Furthermore, certain scholars explore the catalyzing role of emerging technologies or technological platforms in the seamless emergence and efficient operation of the supply chain ecosystem. Gawer’s (2014) research underscores that industry-specific technological platforms, led by pivotal actors, can rapidly and effectively instantiate supply chain ecosystems.

2.3 Dynamic capabilities

Dynamic capability represents a nascent organizational proficiency derived from the efficacious integration, construction and configuration of both internal and external resources and capabilities. This capability serves as a strategic tool, enabling enterprises to adeptly navigate and respond to the swiftly evolving business environment. Teece (2007) succinctly characterizes dynamic capabilities as encompassing opportunity-awareness capabilities, designed to discern and identify potential opportunities. Concurrently, these capabilities encompass resource organization competencies, strategically used to integrate pre-existing resources and establish a novel foundational resource base. Pavlou and El Sawy (2011) formulated a dynamic capabilities model, delineating four primary types of dynamic capabilities as follows:

1. First, perceptual capability, responsible for discerning, interpreting and pursuing opportunities arising from both internal and external stimuli;

2. Second, learning capability, aimed at ascertaining which organizational capabilities necessitate restructuring, rebuilding or reconfiguration to foster the generation of new knowledge;

3. Third, integrative capability, facilitating the synthesis of knowledge and effecting requisite alterations in operational capabilities; and

4. Finally, coordination capacity, enabling the realization and configuration of novel operational methods.

Through a comparative and analytical lens applied to the aforementioned theoretical perspectives, this paper contends that Teece's (2007) opportunity-perceiving ability and Pavlou and El Sawy's (2011) perceiving ability and learning ability are interconnected aspects relating to opportunity identification and realization. These facets can be collectively termed as opportunity-expanding ability. Additionally, Teece's (2007) resource-organizing ability and Pavlou and El Sawy's (2011) integrating ability, along with coordination capabilities, are all facets associated with resource recombination and can be collectively categorized as resource integration capabilities. The synergy between these two capabilities is evident, as favorable opportunities contribute to resource allocation and judicious resource allocation, in turn, facilitates the effective expansion of opportunities (Teece, 2007). Beyond these two types of capabilities, the theory of symbiotic relationships underscores the pivotal role of capabilities in fostering synergistic development among ecosystem members. For instance, Kache and Seuring (2017) articulated that diverse ecosystem members, united by a shared vision and leveraging their individual advantageous connections, engender a new capability for value creation through resource complementarity. This facilitates the realization of value symbiosis grounded in this capability. In this manuscript, this particular capacity is uniformly denoted as symbiotic relationship capacity. It is posited that, in the process of ecosystem construction, the process capacities of opportunity expansion and resource integration proposed by dynamic capacity theory do not inherently drive ecosystem members toward common development. Instead, they necessitate further guidance to cultivate the symbiotic relationship capacity within the ecosystem. This is essential to authentically ensure that the system can attain sustainable competitive advantage.

The objective behind the establishment of supply chain ecosystems is to cultivate supply chain ecological capabilities, aiming to enhance competitive advantages within a broader and more inclusive value network (Lusch, 2011). In essence, the process of constructing supply chain ecosystems is rooted in the theoretical logic of “capability cultivation-competitive advantage,” adopting a “means-end” approach. This framework is devoted to the pursuit of securing Ricardian rents derived from scarce resources and capabilities. Thus, the central focus is on effectively elucidating this process by delving into the mechanisms involved in cultivating opportunity expansion capability, resource integration capability and symbiotic relationship capability during the supply chain ecosystem construction.

In a broader context, this paper, drawing from life cycle theory and pertinent research, contends that the construction phases of supply chain ecosystems can be categorized into embryonic, development and maturity stages. It posits that distinct landmark events at each stage act as catalysts, propelling the ecosystem toward the subsequent stage of development and evolution. This delineates the construction trajectory of supply chain ecosystems. Furthermore, grounded in the study of supply chain ecosystems, this paper asserts that digital platform enterprises are predisposed to assume the roles of initiators and facilitators within these ecosystems. Essential resources for the genesis and evolution of supply chain ecosystems include products, technologies and other pertinent conditions. Addressing personalized consumer demands and ensuring a high level of service represent crucial factors for sustaining the long-term operation of supply chain ecosystems. Moreover, strategic alliances and data-sharing platforms are integral conduits for achieving group symbiosis within the supply chain ecosystem, with the ecosystem itself serving as a tangible manifestation of collective symbiosis. Moreover, despite scholars highlighting that the competitive advantage of supply chain ecosystems arises from the dynamic capabilities forged through the amalgamation of members' strengths (Xia and Chen, 2016; He et al., 2022), there exists a gap in comprehensive research regarding the specific nature of these dynamic capabilities and the mechanisms involved in their formation. To address this gap, this paper extensively leverages previous research findings and dynamic capabilities theory, aligning with Zhu et al.'s (2020) research. The process of constructing supply chain ecosystems is delineated into three stages:

1. Embryonic;

2. Development; and

3. Maturity.

Each stage is further subdivided into three distinct processes, namely, “Input-Process-Output.” The construction process of supply chain ecosystems is then scrutinized, focusing on the perspective of capability cultivation, with a specific emphasis on analyzing the capability cultivation involved in the construction of different types of digital platform enterprises across various stages.

3. Research design

3.1 Research methodology

This study uses a dual-case study approach for the following reasons. First, the research delves into how digital platform enterprises undertake the construction of supply chain ecosystems, an inquiry falling within the purview of addressing the “How” question. This aligns with the nature of case study research, allowing for an in-depth exploration and analysis of the research subject to extract universal theories (Yin, 2014). Second, the paper categorizes digital platform enterprises into two distinct types – digital innovation platform enterprises and digital trading platform enterprises – based on prior research perspectives. The subsequent investigation into the supply chain ecosystem construction processes of these enterprise types, a less-explored domain, is conducive to practical observation and theoretical construction through the adoption of a dual-case comparative research method. This methodology proves fitting to bridge the gaps in theoretical research within this emerging field (Eisenhardt and Graebner, 2007).

3.2 Selection of research objects

This research uses a dual-case study methodology, selecting Haier Group (referred to as “Haier”) and JD.com Group (referred to as “JD.com”) as subjects for comparative analysis. The rationale is founded on methodological principles: First, adherence to the typical principle. Haier, emblematic of a digital innovation platform enterprise, launched the pioneering COSMOPlat Industrial Internet platform in 2017, guided by the ethos of “creating shared value in the ecosystem.” This platform has effectively aggregated diverse market entities within the supply chain domain, fostering mutual benefit and collaborative value creation. JD.com, representing a digital transaction platform enterprise and the largest integrated supply chain service provider in China, boasts a business distribution reaching 99% of the population. Its expansive supply chain system serves as a lucid portrayal of the supply chain ecosystem's development, and JD.com champions the symbiotic concept in its well-established supply chain ecosystem. Second, adherence to the heterogeneity principle. Despite Haier and JD.com achieving notable success in their respective domains as digital platform enterprises, the divergent nature of their platform positioning and the structure of the supply chain ecosystem categorizes them as distinct types of digital platform enterprises. Therefore, selecting both as dual cases ensures comparability and heterogeneity. Third, adherence to the data availability principle. As renowned listed companies in China, Haier and JD.com offer access to data from diverse channels, contributing to the research's data objectivity and the credibility of its conclusions.

3.3 Collection and collation of research data

The data collection for this study occurred between October 2022 and October 2023, encompassing primary and secondary sources. The primary data collection method, adapted from Guo et al.'s (2021) research, this study compiled data from executive public interviews, executive speeches and executive interviews for analysis and organization.

Secondary data sources are comprehensive and include:

• Publicly disclosed information from the companies' listings, including prospectuses, annual reports and official announcements.

• Authoritative materials disseminated through official channels like company websites and internal publications.

• Extensive literature search on platforms such as CNKI and Wanfang, using keywords such as “JD.com,” “Haier,” “supply chain,” “ecosystem,” and “evolution” to collect relevant research articles.

• Research reports from reputable institutions like Oriental Securities and Deloitte.

• Books and other published works.

• Traditional Internet media sources, encompassing internet news articles, magazine reports and so on, obtained by searching for “JD.com ecosystem” and “Haier ecosystem” to elucidate recent developments, trends and future trajectories; and

• Internet social platform sources including WeChat official account, Zhihu, Weibo and Baidu.com's tiebar.

Diversified channels of information acquisition contribute to the enrichment of case data. The utilization of data from various sources facilitates a “triangulation” approach, offering multifaceted confirmation for the researched issues. Building upon material collection, this paper further validates the authenticity and effectiveness through cross-referencing information from diverse sources. Various types of information are organized to establish a case document repository, laying the foundation for subsequent case analysis and coding. The data coding sources and classifications are systematically detailed in Table 1.

4. Coding of case information

4.1 Open coding

In adherence to the methodological framework of grounded theory, the study embarked on the initial phase of open coding to systematize case data. This involved assigning labels and creating free nodes to encapsulate various aspects of the information. The free nodes, capturing analogous phenomena or sharing intrinsic attributes, were then amalgamated into primary tree nodes denoted as concepts. Subsequently, a meticulous process of categorization and filtration was undertaken to forge secondary tree nodes, representing overarching categories. Throughout this open coding endeavor, a comprehensive catalog of 56 primary nodes for JD.com and 48 for Haier emerged. After a process of synthesis and refinement, 21 distinctive categories were distilled from these nodes. The open coding, as depicted in Table 2, includes a subset of categories and associated concepts chosen for illustrative purposes.

4.2 Principal axis coding

Situating within the framework of principal axis coding, a nuanced application of open coding, this study endeavors to elucidate intricate connections among established categories. Drawing upon the paradigmatic model delineated by “causal conditions-phenomena-action strategies-results,” the investigation discerns and amalgamates three overarching categories:

1. Opportunity Identification;

2. Resource Integration; and

3. Symbiotic Relationship.

These are further explicated through subcategories such as the six facets of opportunity identification capability – encompassing opportunity discovery, identification and assessment – nine aspects within the resource integration capability – encompassing policy support, industrial collaboration and external environment – and six dimensions encapsulating the symbiotic relationship capability – comprising value symbiosis, brand symbiosis and concept symbiosis. The meticulous encoding results are meticulously outlined in Table 3.

4.3 Selective coding

Selective coding, a process of meticulous analysis and distillation of existing categories, culminates in the identification of a core category that encapsulates the essence of all phenomena. In this study, the refined core category emerges as “Constructing Supply Chain Ecosystems through the Lens of Dynamic Capabilities.” Concurrently, aligning with theoretical frameworks and guided by the developmental trajectories of Haier and JD.com, the process of building supply chain ecosystems for the two types of digital platform companies can be categorized into an embryonic stage, a development stage and a maturity stage. Each stage manifests distinctive features in nurturing opportunity expansion and resource integration capabilities, leading to the evolving refinement of symbiotic relationship capabilities. The selectively coded core category is systematically illustrated in Figure 1.

5. Case analysis and findings

Expanding on the coding analysis, this study systematically delineates the phases of supply chain ecosystem construction for Haier and JD.com, two digital platform enterprises, classifying them into three distinctive stages:

1. Embryonic;

2. Development; and

3. Maturity.

Subsequently, the research comprehensively outlines the rationales and methodologies underpinning the evolution at each stage. Within this conceptual framework, the paper intricately scrutinizes the nuanced interactions among diverse stakeholders within the supply chain ecosystem across the “input,” “process,” and “output” phases, thereby unveiling the dynamic capability cultivation characteristics inherent at each developmental stage.

5.1 Stages of the supply chain ecosystem construction process

5.1.1 Stages of Haier's supply chain ecosystem construction process

The construction process of Haier's supply chain ecosystem is delineated into the following three stages (see Figure 2): embryonic Stage (April 2005 – February 2016): This phase witnessed a confluence of dynamic alterations in domestic and international economic, social and market landscapes. Haier's establishment of the Interconnected Factory and responsive strategic shifts were fundamentally rooted in multifaceted factors. Externally, China's accession to the WTO, escalating market competition and broader economic reforms catalyzed Haier's imperative transformation within the manufacturing sector. Emanating from these contextual imperatives, Haier strategically unveiled its networked paradigm in 2012, effectively transmuting from a conventional home appliance manufacturer to an avant-garde creator incubation platform. This strategic maneuver was reinforced in the subsequent year as Haier orchestrated the decentralization of departments, instituting agile small and micro-teams, each endowed with distinct roles and considerable operational autonomy. This intricate organizational restructuring lay the rudimentary foundations for the nascent ecosystem.

Simultaneously, a rigorous organizational push manifested as Haier sought to consolidate its market position vis-à-vis formidable competitors like Gome. This pursuit saw the establishment of interconnected factories, exemplified by the Shenyang Refrigerator facility, strategically bolstered by robust financial and research support. This organizational realignment served as a pivotal underpinning for the embryonic ecosystem's actualization.

Furthermore, the transformative zeitgeist in consumer sentiments, reflective of a shift from a paradigm of possession satisfaction (“having is good enough”) to a more nuanced utility-focused approach (“using it well”), propelled Haier's recalibration of its production model. This paradigm shift was characterized by a departure from mass production paradigms to the embracement of personalized customization. Such proactive adjustments expedited the evolution of Haier's production model and substantively contributed to the paradigmatic transition of the Haier ecosystem into its subsequent developmental phase.

Developmental Stage (February 2016 – March 2018): This phase unfolded against a backdrop of sustained macroeconomic, political and societal affluence, synergized with the discernible emergence of Haier's competitive prowess and a nuanced ascent in the complexity of consumer demands. Salient delineations encompass:

• Environmental Dynamics: A confluence of supportive policy mandates from entities like the State Council, coupled with the dynamic evolution of the internet landscape, the ascendancy of smart manufacturing paradigms and the advent of modularized production methodologies collectively framed a propitious milieu, amplifying the pivotal role and efficacy of the Haier ecosystem.

• Corporate Reconfiguration: A seminal juncture materialized in 2016 with the strategic launch of the “COSMOPlat” Industrial Internet Platform. This transformative initiative signposted Haier's metamorphosis from a secluded traditional manufacturing entity into an expansive, open architecture. Encompassing a vast network of over 20 million smart terminals and a million enterprises, “COSMOPlat” positioned itself as a dynamic nexus catering to the diverse needs of hundreds of millions of global users. Its advent attracted a kaleidoscope of participants across sectors, catalyzing a surge in the number of interconnected factories and dynamically propelling the developmental trajectory of the ecosystem;

• Consumer Dynamics: Concurrently, heightened consumer expectations underwent a paradigm shift toward experiential production.

This led to a recalibration of the primary production paradigm at Haier, transitioning from personalized customization to large-scale customization. Significantly, the consumer demographic expanded, transcending the role of passive product users to active contributors in the iterative product design process. This consumer-driven transformation further fueled the Haier ecosystem's nuanced progression into the subsequent developmental phase.

Maturity Stage (March 2018 – Present): The maturation phase of the Haier ecosystem is underpinned by multifaceted determinants, featuring the confluence of governmental policy impetuses, market dynamics, emergent technologies, the evolutionary sophistication of the Haier ecosystem and a resurgent crescendo in consumer demands.

• Environmental Dynamics: A critical dimension of this stage resides in the strategic policy thrust from the municipal government of Qingdao, designating Haier's Industrial Internet as a linchpin within Qingdao's industrial internet schema. This period witnesses the ascendancy of pivotal technologies such as the Internet of Things (IoT) and artificial intelligence. Concurrently, the steadfast expansion of competitors, exemplified by Gree, significantly influences and propels Haier's open platform toward a state of maturity.

• Corporate Landscape: The maturation trajectory is notably characterized by the assimilation of ecosystems spanning 15 distinct industries within Haier's Industrial Internet platform. A distinctive feature is the pioneering role played by Haier in formulating standards for large-scale customization within international standardization entities, thereby cementing the platform's stature as an industry benchmark. The substantive support emanating from financial and research institutions assumes a paramount role in steering the ecosystem's evolution during this phase; and

• Consumer Dynamics: The zenith of consumer demand during this phase underscores the near-saturation of the consumer demographic.

A discernible consumer impetus, characterized by an inclination toward experiential shopping paradigms, becomes a catalyst for the infusion of intelligence into products. This catalytic process compels Haier's production model to transition strategically from a paradigm of large-scale customization to a harmonious amalgamation of large-scale customization and intelligent manufacturing. This third wave of consumer demand transformation substantively propels the ecosystem toward a phase of comprehensive maturity. The seminal articulation of Haier's ecological brand strategy in 2019 serves as a symbolic denouement, affirming the ecosystem's ascendancy to maturity.

5.1.2 Stages of the construction process of JD.com's supply chain ecosystem

The construction process of JD.com's supply chain ecosystem is delineated into the following three stages (see Figure 3): embryonic Stage (August 2007 – November 2016): Firm support from national policies, strategic investments by JD.com in supply chain infrastructure, and the urgent demand of logistics customers for safety and timely delivery collectively facilitated the establishment of the ecosystem. This stage is characterized by:

• Government Policy Support: National authorities issued documents such as the “Logistics Industry Adjustment and Revitalization Plan,” endorsing the development of logistics infrastructure and encouraging existing supply chain enterprises to integrate functions and extend services. These policies provided institutional impetus for the initial development of the ecosystem;

• Corporate Initiatives: Following strategic investments from Today Capital, JD.com made substantial investments in logistics infrastructure. Initiatives like the establishment of the “Asia No.1” warehousing center, introduction of the “Qinglong” delivery system and the construction of two major cloud computing centers enhanced JD.com's capabilities, becoming a driving force behind the ecosystem's establishment; and

• Logistics Customer Demands: During this period, logistics customers primarily emphasized basic requirements, such as safety and on-time delivery.

In response, JD.com introduced the “JD Logistics” brand, elevating its visibility and attracting potential external customers. The demands of logistics customers propelled the transformation from an e-commerce entity to a supply chain service provider, laying the foundation for the embryonic stage of the supply chain ecosystem.

Development Stage (November 2016 – October 2018): The maturation of the ecosystem was propelled by the open policies delineated in the national logistics new ecology, JD.com's strategic pursuit of supply chain openness and the discernible shift in logistics customer preferences toward swift and efficient solutions. Noteworthy manifestations during this stage encompass:

• National Policy Advocacy: Regulatory initiatives, exemplified by the State Council's issuance of pivotal documents like the “Opinions on Further Promoting the Reduction of Logistics Costs, Efficiency Improvement and Facilitating the Development of the Real Economy,” actively encouraged the logistics sector's adoption of informatization and the enhanced openness of enterprises. These policies served as a substantive impetus for the systematic advancement of the ecosystem;

• Corporate Strategic Impetus: Parallel to the embryonic stage, JD.com, bolstered by external investments, strategically allocated substantial resources to augment infrastructure and spearheaded initiatives in open technology. This concerted effort resulted in the externalization of diverse supply chain facets, encompassing financial, warehousing and distribution domains. It laid the groundwork for the holistic openness characterizing the supply chain; and

• Evolution in Logistics Customer Paradigm: Within the development stage, there was a perceptible transformation in logistics customer demands.

The erstwhile criteria of safety and punctuality were superseded by a more sophisticated requirement for expeditious and efficient logistics solutions. JD.com, cognizant of this paradigm shift, engaged in extensive collaborations with industry alliances, introducing a suite of timely products such as “Jingzunda” and “Jingshunda.” The evolving preferences of logistics customers emerged as a pivotal catalyst propelling the developmental trajectory of the ecosystem.

Maturation Stage (October 2018 – Present): The progression into the maturation stage of the ecosystem is notably propelled by the national impetus toward the open and intelligent transformation of the supply chain, JD.com's strategic upgrading of its supply chain system and the burgeoning personalized demands of logistics customers. Key developments encompass:

• National Policy Dynamics: A pivotal driver in this stage is the commitment of the State Council and the Ministry of Science and Technology to leverage JD.com's capabilities in constructing the national next-generation intelligent supply chain innovation platform. The explicit focus on open and intelligent supply chains positions JD.com as a vanguard in the sector, representing advanced standards. The influential role of national policies is accentuated once again, underscoring JD.com's role as a pioneer in the development of the supply chain ecosystem;

• Corporate Strategic Advancements: Buoyed by the substantial benefits derived from the earlier stages of the ecosystem, JD.com has attracted numerous financial and research institutions for collaborative endeavors. Leveraging these partnerships, JD.com has strategically embedded intelligence into its open supply chain system. The overarching strategic goal is to construct an intelligent supply chain open system, using multifaceted approaches to guide the ecosystem toward intelligent development; and

• Logistics Customer Personalization: Having traversed basic and advanced demand phases, logistics customers' needs have now ascended to the pinnacle of personalized requirements.

JD.com, through collaborations such as the establishment of “Jingteng Cloud Warehouse” with Tencent and the formation of the “Cloud Box Alliance” with Procter & Gamble, pioneers an intelligent interconnected new retail model. By infusing innovation and intelligence into the supply chain, JD.com creates diverse customer experience models to meet the personalized demands of logistics customers. Once again, the evolving demands of logistics customers serve as a potent driving force for the ecosystem's development.

5.2 Dynamic capability cultivation in the embryonic stage of digital platform enterprise supply chain ecosystems

5.2.1 Dynamic capability cultivation in the embryonic stage of digital innovation platform enterprise supply chain ecosystem

The dynamic capability cultivation behaviors of digital innovation platform enterprises at this stage are mainly characterized by the unilateral transfer of energy from the ecosystem builder to the participants in the system. From the case study of Haier, it was found that: In the initial “input” phase, Haier embarked on the construction of an industrial Internet, primarily connecting factories, small and micro teams, with a relatively limited number of participating entities. The expansion of opportunities was primarily derived from the transformation of connected factories and the platform's expansion of small and micro enterprises. Simultaneously, Haier seized opportunities by responding to changes in the external market environment and evolving customer demands. Transitioning to the “process” phase, the domestic home appliance market experienced intense competition, with some enterprises expressing skepticism toward Haier's brand development strategy. Limited enterprises were willing to collaborate with Haier during this period, resulting in constrained resources entering the system. Consequently, the ecosystem's capability to integrate resources was also restricted. In the “output” phase, the connection between connected factories and consumers in the Industrial Internet lacked proximity and depth. Cooperation among various entities was often limited to single-point interactions, lacking the closeness and depth necessary for effective symbiotic relationships. Consequently, a comprehensive understanding of the concept of “symbiosis” was not achieved.

The dynamic capability cultivation exhibited by digital innovation platform enterprises in this stage is characterized by “weak opportunity expansion ability, singular form of resource integration, and weak symbiotic relationship.” Through the case study of Haier, it is observed that the early stage of the industrial Internet involves a limited number of participating subjects and a scarcity of service-providing organizations within the platform. Consequently, various resources are not efficiently circulated within the system, leading to a diminished capacity to expand opportunities and integrate resources. Factors such as weak opportunity expansion ability, a small number of participating subjects and a feeble resource integration ability contribute to a loosely interconnected symbiotic relationship within the ecosystem. Each subject demonstrates insensitivity to symbiotic relationships and a limited capacity for symbiotic relationships. Nevertheless, Haier actively encourages and supports system participants during this stage by channeling capital, technology and other resources to bolster small and micro teams within the system. Simultaneously, it attracts subjects from outside the system to join, and the “output” during this stage influences the “input” in the subsequent stage. The symbiotic relationship capability at the embryonic stage can thus positively impact the ability to expand opportunities during the developmental stage.

5.2.2 Cultivation of dynamic capabilities in the embryonic stage of digital trading platform enterprise supply chain ecosystem

At this stage, the dynamic capacity cultivation behavior of digital trading platform enterprises is primarily characterized by the ecosystem builder's focus on expanding the number of participants and seeking multi-party cooperation. A case study of JD.com demonstrates that during the “input” process, most opportunities for expansion stem from JD.com leader's environmental control and bonus policy support from financial institutions and government departments. In the early stage of ecosystem construction, logistics enterprises, financial institutions and government and logistics customers are the primary internal subjects, with a relatively small number of participants. In the “process” stage, limited opportunity expansion ability results in the ecosystem attracting only a small number of new subjects of the same type. There is infrequent contact between logistics enterprises and logistics customers, weak mutual communication ability, an undeveloped synergistic cooperation mechanism between subjects, a relatively weak ability to obtain resources and a straightforward method of resource integration. In the “output” stage, the internal subjects remain logistics enterprises, financial institutions and government and logistics customers providing external support, with a small number of participants. Throughout the “output” process, the ecosystem is still in the preparatory stage, lacking various types of resources on the platform. Logistics enterprises and other “consumer-type” subjects can only channel their energy unilaterally through the government's dividend policy and financial institutions investment and financing. Consequently, the symbiotic relationship remains relatively loose.

The dynamic capacity cultivation of digital trading platform enterprises at this stage is characterized by a “weak ability to expand opportunities” and a “weak symbiotic relationship manifested in the form of a single form of resource integration.” Analyzing the case study of JD.com reveals that opportunities are primarily identified through the enterprise's own experience and opportunity-seeking inertia, lacking the proactive ability to create new opportunities. Moreover, communication and collaboration among key entities are weak, hindering the effective circulation of resources. The “input” and “process” phases influence the ecosystem leader's focus on increasing the number of participants, but the overall strength remains weak. The system struggles to create effective value independently, making it challenging to establish a symbiotic situation relying solely on the system leader. Consequently, the symbiotic relationship between subjects is not close. Despite these challenges, government policies and financial support from investment institutions aid startups in transitioning from a nascent stage to attracting external investors and partners. The “output” in this stage further contributes to the subsequent “input”.

Drawing from the extensive analysis presented, this study postulates the following proposition:

P1.

During the embryonic stage of the supply chain ecosystem for digital innovation platform enterprises, the dominant firm facilitates the cultivation of dynamic capabilities by using unidirectional incentives targeting a select group of core participants. This stage is characterized by a prevalent weakness in various dynamic capabilities.

P2.

In the embryonic stage of the supply chain ecosystem for digital transaction platform enterprises, the dominant firm drives dynamic capability cultivation by broadening the participant base through extensive collaborative efforts. At this juncture, a uniform weakness is observed across diverse dynamic capabilities.

5.3 Dynamic capability cultivation of digital platform enterprise at the stage of supply chain ecosystem development

5.3.1 Dynamic capability cultivation of digital innovation platform enterprises in the development stage of supply chain ecosystem

The dynamic capability cultivation behaviors of digital innovation platform enterprises at this stage are mainly characterized by expanding the scale of participants and stimulating their interactions by relying on the technology, information and other resources of the rich platform. From the case study of Haier, it is found that: In the “Input” phase, there is a noticeable surge in the number of ecosystem entities, including Interconnected Factories, small and micro-enterprises and research institutions. Concurrently, Haier introduces platforms such as “COSMOPlat,” significantly enriching the diversity of participating entities in terms of both quantity and types. During the “Process” phase, the enhancement of opportunity expansion capabilities results in Haier gaining access to a multitude of new technologies and projects. This improvement attracts a larger pool of collaborators, contributing to a more extensive array of participating entities and diverse resources compared to the preceding stage. Concurrently, there is an improvement in resource integration capabilities. In the “Output” phase, “COSMOPlat” successfully attracts numerous collaborators. However, the cross-organizational exchange of information, technology and other resources remains limited. The relationships between enterprises lack depth, and the symbiotic concept is yet to be deeply ingrained. Nevertheless, the closeness of symbiotic relationships has seen improvement compared to the embryonic stage.

The dynamic capability cultivation content of digital innovation platform enterprises at this stage is characterized by “stronger ability to expand opportunities, richer ways of resource integration and closer symbiotic relationships”. From the case study of Haier, it is found that: Haier's adeptness in discerning governmental policies, responsiveness to external environmental dynamics and the industrial platform's adept utilization and interaction with external opportunities synergistically contribute to the amplification of Haier's capability for expanding opportunities. Concurrently, the orchestrated implementation of opportunities for resource disbursement and integration within the platform, the conceptualization of opportunities by research entities and the evolution of production methodologies have all played pivotal roles in advancing Haier's resource integration capabilities. During this phase, specialized sub-industry ecosystems are beginning to surface within the overarching system, leveraging the foundation established by interconnected factories. The interconnections among diverse entities within the ecosystem are progressively intensifying, nurturing a more intricately woven symbiotic relationship.

5.3.2 Dynamic capability cultivation of digital trading platform enterprises in the development stage of supply chain ecosystem

The dynamic capacity cultivation behavior of digital trading platform enterprises at this stage is mainly characterized by guiding different types of participating entities to carry out in-depth exchanges and cooperation. From the case study of JD.com, it is found that: In the “Input” phase, the ecosystem witnesses an augmented participation of entities, encompassing industry enterprises, investment institutions and nascent industry alliances. The approach to opportunity expansion transcends reliance solely on external environmental support but rather hinges on consumer demands, exploring and harnessing novel value propositions. Entities engage in profound collaboration through technological advancements, information feedback mechanisms and proactively conduct comprehensive opportunity assessments, thereby attracting external entities beyond the industry. The “Process” phase witnesses intensified communication capabilities among entities, resulting in more frequent interactions that facilitate the fluidity of information and value within the system. This, in turn, positively contributes to the augmentation of the system's resource integration capabilities. In the “Output” phase, fortified by refined capabilities in opportunity expansion and resource integration, entities foster an increased number of collaborations, cultivating a more intricate and cohesive symbiotic relationship among them.

The dynamic capability cultivation content of digital trading platform enterprises at this stage also shows the characteristics of “stronger ability to expand opportunities, richer ways of resource integration and closer symbiotic relationship”. From the case study of JD.com, it is found that: The incorporation of novel governmental policies, the strategic opening of pivotal segments within JD's supply chain and the heightened demands from logistics clients empower a myriad of stakeholders within the platform to meticulously identify and exploit opportunities. This transformative shift in opportunity expansion strategies not only magnetizes a plethora of new participating entities but also encompasses diverse businesses, financial institutions and industry alliances, thereby infusing the ecosystem with a profusion of resources and concurrently enhancing resource integration capabilities. Furthermore, the collaborative dynamics within industry alliances commence attracting entities from adjacent sectors, positioning JD.com as a vanguard within the system. Symbiotic relationship capabilities gradually crystallize, captivating and propelling an additional array of diverse stakeholders into the system, thus establishing a robust foundation for the ensuing “Input” phase.

Drawing from the extensive analysis presented, this study postulates the following proposition:

P3.

In the development stage of the supply chain ecosystem of digital innovation platform enterprises, the leading firm enhances dynamic capabilities significantly by strategically enriching resource support to attract a multitude of new collaborators.

P4.

During the development stage of the supply chain ecosystem for digital trading platform enterprises, the leading firm stimulates profound interaction among various participants by actively exploring and satisfying consumer demands, thereby fostering the noticeable enhancement of dynamic capabilities across the system.

5.4 Dynamic capability cultivation of digital platform enterprises in the maturity stage of supply chain ecosystem

5.4.1 Dynamic capability cultivation of digital innovation platform enterprises in the maturity stage of supply chain ecosystem

The dynamic capability cultivation behavior of digital innovation platform companies in this phase is characterized by sub-ecological interactions that promote the formation of symbiotic concepts. From the case study of Haier, it is found that: During the “Input” process, the supply chain ecosystem of Haier, having undergone two iterations, has metamorphosed into a diverse structure encompassing interconnected factories, industrial platforms, research entities, financial institutions, industry associations and shared platforms. The abundance and diversity of participants contribute to the complexity of the system. In the “Process” stage, the continuous enrichment and expansion of entities from varied industries facilitate the comprehensive mobilization of resources within the system, thereby fostering a heightened capacity for integrating resources. Within the “Output” stage, capitalizing on the framework provided by “COSMOPlat,” Haier has engendered 15 ecosystems with a broad spectrum of participants. These entities collaboratively engage in the exploration and expansion of opportunities, resulting in a more judicious allocation of value and resources. The interdependence among entities within the ecosystem attains a higher level of intricacy.

The dynamic capability cultivation content of digital innovation platform enterprises at this stage is characterized by “strong ability to expand opportunities, rich forms of resource integration and close symbiotic relationships”. From the case study of Haier, it is found that: Entities within the system are proactively involved in the creation and execution of opportunities, strategically exploring novel avenues for opportunities through diverse channels. This underscores a reinforced ability to expand opportunities. In the realm of resource integration capability, the emergence of diverse industry ecosystems stemming from the Industrial Internet platform facilitates resource complementarity and collaborative efforts across industries. This, in turn, contributes to a heightened capacity for integrating resources, resulting in a heterogeneous and abundant pool of resources within the ecosystem. Amidst the refined capacities for opportunity expansion and resource integration, Haier, in its role as the ecosystem's leader, delineates the aspiration of becoming an “ecosystem service provider.” This strategic orientation fosters cooperative relationships characterized by mutual benefit, aiding ecosystem participants in achieving equitable value distribution. Consequently, the capability for symbiotic relationships undergoes a profound evolution at a deeper level.

5.4.2 Cultivation of dynamic capabilities of digital trading platform enterprises in the maturity stage of supply chain ecosystem

The dynamic capability cultivation behavior of digital trading platform enterprises at this stage is primarily characterized by the symbiotic concept of identity aimed at fostering the construction and interaction of sub-ecosystems. In accordance with the JD.com case study, during the “input” phase, there is a continuous increase in the number of ecosystem subjects, encompassing entities from diverse industries and categories, including scientific research institutes and innovation centers. The collaborative efforts of industrial alliances, innovation from R&D centers and intelligent supply chain upgrades collectively attract multiple subjects to join the ecosystem. Throughout the “process” phase, there is a persistent increase in subjects from various industries, resulting in enhanced logistics, value flow and information flow. Subjects within each industry experience growth, facilitating the transmission of logistics, value and information among them, thereby strengthening the resource integration capability. During the “output” phase, ecosystem subjects spontaneously organize into sub-systems based on their cooperative relationships. These sub-systems form organically, enhancing cooperation between enterprises.

The dynamic capability cultivation exhibited by digital transaction platform enterprises at this stage is characterized by “strong opportunity expansion ability, diverse forms of resource integration, and close symbiotic relationships.” Drawing insights from the JD.com case study, it is evident that the method of opportunity expansion primarily stems from active innovation by each subject, with a pronounced attraction effect for non-similar subjects, thus achieving a robust opportunity expansion capability. Simultaneously, subject interactions have deepened, focusing on strategic and ecological collaboration, mobilizing resources across time zones and industries. Subjects within the supply chain ecosystem have gradually reached a consensus on system goals and values, elevating the system to a higher level of symbiotic relationships.

Drawing from the extensive analysis presented, this study postulates the following proposition:

P5.

Within the maturation phase of a digital innovation platform enterprise's supply chain ecosystem, the predominant firm strategically fosters dynamic capability cultivation through the systematic construction of subsidiary ecosystems. This deliberate approach aims to not only expand the ecosystem's participant base but also enhance the complexity and richness of interactive scenarios. Concurrently, diverse dynamic capabilities within the ecosystem evolve toward a state of maturity.

P6.

Throughout the mature phase of a digital transaction platform enterprise's supply chain ecosystem, the leading entity tactically propels the development of dynamic capabilities. This is achieved by guiding participants toward the organic formation of subsidiary systems and the augmentation of varied interactive scenarios. During this phase, each dynamic capability gradually attains a more sophisticated and mature state.

5.5 Comparative case analysis

Based on the preceding analysis, this paper further compares and analyses the process of constructing supply chain ecosystems of the two types of digital platform companies, and the characteristics of dynamic capability cultivation in this process (Table 4).

Based on the findings presented in Table 4, the following similarities and differences exist in the supply chain ecosystem building process of the two types of digital platform companies:

The commonalities between the two types of digital platform enterprises are primarily evident in “evolutionary factors at different stages” and “characteristics of dynamic capability cultivation.” Specifically, concerning the evolutionary factors at various stages, both types of digital platform enterprises exhibit shared driving forces throughout different phases of the ecosystem. First, external driving forces enable them to adapt to changes in the external environment, seizing opportunities for expansion. Second, enterprise-driven forces are evident as both digital trading platform enterprises enhance basic logistics facilities, and digital innovation platform enterprises launch industrial Internet platforms. These initiatives aim to attract industry-wide participation, fostering ecosystem evolution. Third, customer demand acts as a pulling force, prompting both types of digital platform enterprises to upgrade their industrial models in response to evolving consumer demands. This model upgrade, in turn, propels further advancements in the ecosystem. In the realm of dynamic capability construction, both types of digital platform enterprises exhibit shared characteristics across various stages. Regarding opportunity expansion capability, both have traversed a similar trajectory, progressing from passive acceptance of opportunities to active opportunity creation. In terms of resource integration capability, both have undergone the evolution from a limited amount of resources to an abundance of resources. The distinct attributes of the two types of digital platform enterprises do not lead to differentiation in their approaches to opportunity expansion and resource integration. This uniformity arises from the continuous growth of the ecosystem, resulting in an increased number of participating entities and the infusion of more resources into the system. Concerning symbiotic relationship capability, the symbiotic relationships in both types evolve from not being close to becoming close. Throughout the process of pooling and releasing resources, the relationship between subjects transitions from leading and being led, from loose to close and from exclusive to shared. This progression culminates in the establishment of a symbiotic relationship within the ecosystem, ultimately realizing the creation of new opportunities and the equitable distribution of new value.

The distinctions are principally evident in the “different evolutionary stages” and the “dynamic capability construction of interactions among subjects.” Specifically, in the diverse stages of evolution, the supply chain ecosystem of digital innovation platform enterprises follows the progression: “Manufacturing factory transformation + networking strategy” – “platform strategy” – “platform niche ecology + eco-brand strategy.” Haier, as a “physical industry + digital technology” enterprise, is transitioning from a home appliance manufacturer to a service provider, with its supply chain ecosystem primarily open to manufacturing and consumers. This aims to establish a link between manufacturers and consumers, achieving a closed-loop supply chain in the retail sector. On the other hand, the supply chain ecosystem of digital trading platform enterprises evolves through stages such as “building logistics infrastructure + external policy and strategic support” – “opening up advantageous links to the outside world + networking strategy” – “opening up the entire supply chain to the outside world” – “the opening up of the entire supply chain and intelligentization strategy.” JD.com, identified as a “digital industry + physical business” enterprise, is transforming into a logistics service provider. Its supply chain ecosystem is more open to the storage and transport sectors, aiming to realize a closed-loop supply chain in terms of transportation. Regarding the interaction between subjects, the supply chain ecosystem of digital innovation platform enterprises undergoes the following phases: “ecosystem builder unilaterally transmits energy to participants in the system” – “relying on the industrial Internet platform to generate interaction among various subjects” – “sub-ecosystem interactions promoting conceptual identity”. Haier's supply chain ecosystem primarily leverages its interconnected factories and small-scale teams within the industrial Internet platform. The interconnected factories facilitate the creation of a closed loop, termed “design-build-sell,” connecting enterprises and consumers. Simultaneously, small and micro teams expand new projects, establishing a closed loop of “idea-programme-production” creativity. This creative closed loop, facilitated by the connected factory and small teams, gradually enables the aggregation and release of resources. The industry sub-ecology derived from “COSMOPlat” further fosters a symbiotic identity concept among partners. In contrast, the supply chain ecosystem of the digital trading platform enterprise unfolds across stages: “the ecosystem builder aims to expand the number of participants and seeks multi-party cooperation” – “different types of participating entities engage in exchange and collaboration” – “different types of participating entities collaborate” – “Idea recognition fosters ecological strategy.” During the initial stage of JD.com's supply chain ecosystem construction, it heavily relied on its robust infrastructure capacity and actively pursued multi-party cooperation to secure external resource support. Simultaneously, JD.com established its symbiosis concept as the ecosystem entry standard, absorbing participants aligned with and practicing this concept. Those participants who shared this concept promoted ecological interaction within the system.

6. Conclusion and value of the study

6.1 Research conclusion

Grounded in the case analyses of Haier and JD, this research, adopting a dynamic capability perspective, has devised a process model delineating the construction of supply chain ecosystems for Digital Innovation Platform Enterprises and Digital Transaction Platform Enterprises (Figure 4).

Combining the model, this paper obtained the following research conclusions:

On one hand, digital innovation platform enterprises emerge within the context of the platformization of manufacturing chains, focusing primarily on enhancing production capabilities (Kurpjuweit et al., 2021; Culotta et al., 2024). These enterprises typically originate from traditional manufacturers upstream in the supply chain who have transformed into digital platforms, such as Haier and GE (Svahn et al., 2017; Su et al., 2023). Thus, their platform infrastructure evolves “from the ground up” as they integrate digital capabilities into their operations. Influenced by these characteristics, the case analysis in this study reveals, the process of building supply chain ecosystems for digital innovation platform companies follows the trajectory of “perfecting the platform – gradually opening up cooperation – forming the concept of symbiosis.” The construction path is shaped by variables including production and operation collaboration in factories, consumer demand for home appliances and the research and development efforts of small and micro teams. The interaction between participating entities, coupled with the interaction of sub-ecologies based on the more mature industrial Internet platform, strongly ensures ecological evolution, ultimately culminating in the establishment of the symbiosis concept. Throughout different stages of the construction process, guided by the dynamic capacity construction logic of “opportunity expansion – resource integration – symbiotic relationship,” this ecosystem ultimately attains “strong opportunity expansion capacity,” “rich forms of resource integration – symbiotic relationship,” and “close symbiotic relationship”.

On the other hand, digital transaction platform enterprises are characterized as inherently platform-based entities that aim to facilitate multi-sided transactions (Bonina et al., 2021). Positioned typically as internet distributors and retailers in the downstream of supply chains, exemplified by companies such as Amazon and JD.com (Gawer, 2021), these entities consider logistics infrastructure a crucial component of their operational framework – a pivotal resource and capability. In recent years, these enterprises have actively pursued the incorporation of digital platform infrastructure into their logistics operations (Wang and Xie, 2024). Influenced by these characteristics, the case analysis in this study reveals, the process of building supply chain ecosystems for digital trading platform companies unfolds along the trajectory of “open cooperation - gradually improve the platform – form a symbiotic concept.” The construction path is primarily shaped by variables including the degree of logistics infrastructure construction, consumer logistics demand and financial support from investment institutions. The interactive behaviors, involving the pursuit of multi-party cooperation and the promotion of ecological interaction among participating entities, robustly facilitate platform enhancements, ensuring the evolution of the supply chain ecosystem and ultimately giving rise to the symbiosis concept. Across different stages of the construction process, the same dynamic capacity construction logic centered on “opportunity expansion – resource integration – symbiotic relationship” is followed. The dynamic capability of “strong opportunity expansion capability – rich resource integration – close symbiotic relationship” is ultimately formed.

6.2 Research value

6.2.1 Theoretical value

First, a review of the literature reveals a current gap in theoretical research that integrates the themes of digital platforms and supply chain ecosystems. On one hand, while theoretical studies on platform enterprises have recognized the potential of digital platforms and associated technologies to enhance supply chain management practices effectively (Kathuria et al., 2020; Ivanov et al., 2022), there is a lack of exploration into how platform enterprises specifically engage in the construction of supply chain ecosystems. On the other hand, existing theoretical research on supply chain ecosystems predominantly focuses on mechanisms for constructing ecosystems dominated by traditional retailers, manufacturers and similar entities, analyzing influencing factors and interaction mechanisms among stakeholders (Ishfaq et al., 2022; Kamble et al., 2023). There is relatively limited consideration given to scenarios where digital platform enterprises take the lead, and insufficient detailed exploration into the systematic processes of constructing supply chain ecosystems based on distinct developmental stages. This study examines digital platform enterprises, categorizing the process of constructing their supply chain ecosystems into three stages. It conducts a dynamic capability analysis for each stage, elucidating the complete development process from inception to maturity of supply chain ecosystems led by digital platform enterprises. This research addresses prior deficiencies in understanding the comprehensive construction of supply chain ecosystems and provides significant insights to enhance the theoretical foundation of supply chain ecosystem studies.

Moreover, current theoretical research on supply chain ecosystems predominantly adopts a static and localized perspective, focusing on singular stages such as “activation” and “maturity” within the ecosystem construction process (Tansakul et al., 2023; Magliocca et al., 2023). These studies exhibit fragmented characteristics and lack a comprehensive theoretical framework to elucidate the holistic process of supply chain ecosystem construction. In contrast, this study integrates the concepts of “opportunity expansion,” “resource integration,” and “symbiotic relationships,” using the theoretical analysis framework of “input-process-output” commonly used in ecosystem studies. This approach uncovers the dynamic capability development behaviors and contextual features inherent in the construction process of supply chain ecosystems by digital platform enterprises. Such insights enrich the application domain of dynamic capability theory and address existing gaps in research.

Finally, various types of digital platform enterprises demonstrate distinct differences in their business models and resource characteristics, leading to varied approaches in constructing supply chain ecosystems. Thus, there is a critical need for further classification and differentiated research among these enterprises. However, existing studies often overlook classification discussions or concentrate solely on specific categories of digital platform enterprises (Kazantsev et al., 2023), thereby neglecting to explore and comprehensively analyze the nuanced differences in the construction processes of supply chain ecosystems across different types of digital platform enterprises. This study draws upon the perspectives of scholars such as Cusumano et al. (2019), Gawer (2021) and Ma and Lin (2023) to categorize digital platform enterprises into two distinct types: digital transaction platforms and digital innovation platforms. Through a comparative analysis of representative case studies within each category, it synthesizes and refines theoretical models for understanding the processes involved in constructing supply chain ecosystems led by digital platform enterprises. This approach addresses the limitations of existing research, which often generalize findings and overlook the nuanced differences among platforms. It offers a refined research framework to systematically investigate theoretical issues related to digital platform enterprises in future studies.

6.2.2 Practical value

This study offers practical insights for the construction of supply chain ecosystems in digital platform enterprises as follows:

In the establishment of supply chain ecosystems, digital platform enterprises should prioritize the cultivation of opportunity expansion, resource integration and symbiotic relationship capabilities. Regarding opportunity expansion, core enterprises ought to adapt their development strategy to external changes, determine future directions in alignment with their own circumstances and enhance user experience by prioritizing customer demands. Concerning resource integration, maintaining an open and mutually beneficial cooperative stance is crucial, actively attracting diverse participating entities into the supply chain ecosystem. As for symbiotic relationship capability, enterprises can set symbiotic relationship goals based on industry attributes and development vision or organize symbiotic relationships grounded in quality participation and benefit distribution benchmarks. This will elevate cooperation levels among participating entities, establishing a closely-knit symbiotic relationship.

Moreover, pivotal factors influencing the development of supply chain ecosystems encompass external environmental dynamics, enterprise characteristics and customer demand fluctuations. During the initial and intermediate phases of ecosystem construction, digital platform enterprises should concentrate on external environmental shifts. In the intermediate and advanced stages, the focus should shift toward understanding alterations in participant interactions within the system. Simultaneously, emphasizing consumer demand as the predominant influence throughout the entirety of the supply chain ecosystem construction is crucial. This approach guides the formulation and application of dynamic capabilities.

Third, fostering positive interactive behaviors among collaborators serves as the most direct impetus for cultivating dynamic capabilities and subsequently advancing the process of constructing a supply chain ecosystem. In light of the research findings, core enterprises in the construction of supply chain ecosystems by digital platform enterprises should actively adjust their interactive relationships with cooperating enterprises based on changes in the market, industry, policies and their own developmental stages. During the embryonic phase, emphasis should be placed on developing collaborative relationships with external enterprises and investment institutions to provide foundational conditions such as the quantity of enterprises and financial security for the supply chain ecosystem. In the development phase, a focus should shift to nurturing internal advantages, leveraging specific conditions to release and acquire resources within and outside the system, thereby establishing interdependent relationships with other entities. In the mature phase, a more profound interaction around the system's development philosophy and among various entities should take place. This ensures that each entity comprehends, identifies with and aligns with the system's developmental goals, transforming into advocates and executors of the supply chain ecosystem's overarching objectives.

6.2.3 Research limitations and prospects.

Although this paper offers valuable insights into the construction processes of supply chain ecosystems dominated by digital platform enterprises, there are still several limitations that warrant further investigation in future research. On the one hand, this paper, building on the perspectives of scholars such as Gawer (2021), classifies digital platform enterprises into two categories: digital transaction platforms and digital innovation platforms. However, as digital platform enterprises evolve, additional types of platforms are likely to emerge. For instance, hybrid platforms that integrate the functional characteristics of both transaction and innovation platforms may develop. The construction processes of supply chain ecosystems dominated by such hybrid platforms are not merely a straightforward combination of the two initial types. Therefore, future research should further investigate how various emerging types of digital platform enterprises construct supply chain ecosystems and examine the similarities and differences between these and the supply chain ecosystems dominated by digital transaction platforms and digital innovation platforms. Such inquiries would significantly enhance the theoretical framework of supply chain ecosystems led by digital platform enterprises. On the other hand, this paper uses a dual-case study methodology, analyzing two representative enterprises of distinct types to develop a theoretical model. Future research could build upon the findings of this study by using empirical research methods to analyze larger sample sizes, thereby validating and refining the theoretical model and its propositions.

Figures

Figure 1

Model of the construction process of supply chain ecosystems in digital platform enterprises from the perspective of dynamic capabilities

Figure 2

Stages in the development process of Haier's supply chain ecosystem

Figure 3

Stages in the development process of JD.com's supply chain ecosystem

Figure 4

Supply chain ecosystem construction process model for digital platform enterprises under the perspective of dynamic capability

Table 1

Data coding sources and classifications

Data sources	Data classification	Haier		JD.com
		Illustrative examples	Coding symbol	Illustrative examples	Coding symbol
Primary data	Transcripts of executive interviews	Exclusive interview with sohu IT https://tv.sohu.com/v/dXMvMTA0MTY5OS8xNDQxMTg0LnNodG1s.html	FT-H	Illustrative examples Interview with Liu Qiangdong by Youmi.net in 2010 www.bilibili.com/video/BV19v4y1Z7eS/	FT-J
	Executive speeches, interview collations	Zhang Ruimin: Creating and Leading Business Models in the VUCA Era - Holacracy (Full Speech) www.haier.com/about-haier/founder/speech/20200924_148734.shtml	ZL-H	JD Cloud's Zhu Ling: JD's Multi-Center transactions http://www.ctiforum.com/news/guandian/471428.html	ZL-J
Secondary data	Information published by listed companies	Qingdao Haier Company Limited Annual Report 2010 https://static.cninfo.com.cn/finalpage/2011-03-31/59207466.PDF	SS-H	Annual Report 2014 (English version) https://ir.jd.com/static-files/7799577e-688a-4ee1-ae0b-9dfb91fb6909	SS-J
	Information published by official channels	Haier's “Human-Single-Integrity”-toward a cutting-edge business model for the customer economy www.haier.com/press-events/news/20110601_136131.shtml?from=search&spm=net.group-search_pc.list1_20200630.1	GF-H	Boosting industry development with technological innovation! JD.com Logistics Full Scene Technology Achievements at CeMAT ASIA 2023 www.jdl.com/news/3786/content01612	GF-J
	Documentary material	An Analysis of the Evolution Path to and the Driving Factors of, the Independent Innovation of Enterprises in the Transitional Economy: A Longitudinal Case Study on Haier Group from 1984 to 2013	WX-H	Strategies for complementors in platform-based ecosystem The Decoupling of Complementarity and Dependence	WX-J
	Survey research reports	2009 Annual Report Analysis: Increased Holdings in Haier Electrical Appliances, Affirming Flagship Position in White Goods https://data.eastmoney.com/report/zw_stock.jshtml?infocode=AS201202240003268091	DY-H	Strategic cooperation with JD.com to build lithium recycling ecological system https://data.eastmoney.com/report/zw_stock.jshtml?infocode=AP202203101551763414	DY-J
	Books and writings	Haier tells China, Luo Qingqi, Feng Xijun	SJ-H	Liu Qiangdong: destined to shock the world, Yin Feng	SJ-J
	Traditional internet media sources	The ecological logic of Haier's U+ smart platform: ecology as a service www.sohu.com/a/45446165_116262	MT-H	JD.com “cloud map”: to use the cloud ecosystem to empower all walks of life www.yicai.com/news/100032903.html	MT-J
	Internet social platform sources	Creator Haier: Three pain points of Self-Disruption https://tieba.baidu.com/p/3389813084?pid=59810355488&cid=0#59810355488	WL-H	JD.com zhao: will rely on data advantages to vigorously develop internet finance https://tieba.baidu.com/p/2529920699?pid=37223151424&cid=0#37223151424	WL-J

Notes:

The research materials in this article are mainly in Chinese, so the content of the examples in the table is the result of translating from Chinese to English

Source: Authors’ own work

Table 2

Examples of open coding (partial)

Generalization	Conceptualization	Case file
		Haier	JD.com
Opportunities Discover	Potential market opportunities	1. At that time, there wasn't a relatively well-known brand to build refrigerators in China, and we wondered if we could make Haier a well-known brand (FT-H). (Source: www.qingdaonews.com/content/2004-06/30/content_3316336.htm) 2. After 1988, the domestic market was basically saturated, and Haier needed to develop a larger market as well as explore more users (ZL-H). (Source: https://news.sina.com.cn/o/2018-02-11/doc-ifyrkrva7084299.shtml)	1. In 2004, when Internet technology was just emerging, Liu Qiangdong gave up offline and chose to sell online, and also in 2007, when the domestic logistics industry was relatively chaotic, he also took the initiative to choose to enter the logistics industry (ZL-J). (Source: https://mp.weixin.qq.com/s?__biz=MzU2MzA2ODk3Nw==&mid=2247491092&idx=2&sn=9b77a040551949bdef98962a1b1a2874&chksm=fc5eb74acb293e5c53c9b3c56572e6e6082b5ce888b391d422c20e6eed52fbbc0a50239a435e&scene=27) 2. The payment environment has just begun to sprout, and has not yet been able to be modernized (DY-J). (Source: Digital payment: “Small Payment” achieves “Big Era”. JD Digital Technology, Mastercard, 2019)
	Existing development opportunities	Internet of Things technology, the new industrial revolution, and the shortage of labor and means of production industries brought about by the new coronavirus epidemic have made the improvement and upgrading of the traditional manufacturing industry even more urgent (DY-H). (Source: Research report on industrial internet industry development in 2021.Qianji Investment Bank)	The market environment is not good, it is impossible to rely on the power of the environment to change the JD.com, only self-reliance, do their own logistics (DY-J). (Source: JD.com logistics research report: leading the way in new logistics infrastructure and building a first-class supply chain service provider. Dongxing Securities, 2022)
Opportunities create	Create a new project	1. In 2018 AWE, Haier debuted its whole house water solution (GF-H). (Source: www.haier.com/press-events/news/20180518_134026.shtml?from=search&spm=net.group-search_pc.list1_20200630.1). 2. In 2019, Haier comprehensively demonstrated its “5 + 7+N” smart home (WL-H). (Source: https://zhuanlan.zhihu.com/p/81831447)	JD.com took the lead in implementing the “211 Limited Time Delivery” and later added services such as “Rush Delivery”, “Night Delivery” and “Jingzunda” (WX-J). (Source: Zhang, Y.T. (2018), “Comparative study on the advantages of socialized logistics and self-operated logistics: taking T-mall Supermarket and JD.com as examples”. The Farmers Consultant, No. 13)
	Building new brands	Haier Group demonstrated “COSMOPlat” for the first time at the first World Intelligent Manufacturing Conference in December 2016, marking the transformation and upgrading of Haier Group from a traditional home appliance manufacturer to a modern open innovation and entrepreneurship platform (GF-H). (Source: https://www.haier.com/about-haier/history/)	In 2016, at the JD.com Logistics brand strategy conference, the JD.com Group launched a new brand logo for “JD.com Logistics”, announcing that JD.com Logistics would be fully open to the community in a branded operation (GF-J). (Source: Internal publications of JD.com.)
Technology co-operation	Intelligence system	Create an industrial Internet platform based on smart manufacturing through an open smart manufacturing platform, and open up smart manufacturing as a production resource for use by enterprises in the industrial chain (WX-H). (Source: Lu, X.P. (2021), “Research on intelligent factory mode based on industrial internet platform” (in Chinese). Automation Panorama, No.7)	Officially announced the “Y-SMART SC” JD.com Smart Supply Chain Strategy, which solves key problems for JD.com Mall and its partners through technological means (WX-J). (Source: Liu, J.Q. (2017), “Thoughts on JD's Efforts to Build a Smart Supply Chain in the Era of Intelligence”. Science and Technology Innovation Herald, No. 28)
	Open supply chain System	In 2020, Qingdao Municipal Bureau of Transportation and Haier Group reached a strategic cooperation agreement, in which the two sides will make use of Haier's existing functional modules to jointly build a modern logistics industry chain platform (MT-H). (Source: https://k.sina.com.cn/article_2011075080_77de920802000rk2b.html)	Relying on the open and sharing “borderless retail” thinking to empower partners, and gradually building a supply chain system with a high degree of integration (SJ-J). (Source: Liu, Q.D., Liu, W and Fang, X.D. (2017), “My entrepreneurial history”. Orient Press.)
Strategic relations	Networking strategy	In 2012, Haier implemented a networking strategy, defining itself as a node of the Internet, and Haier's manufacturing evolved from modularity, automation and “black light factories” to connected factories (GF-H). (Source: www.haier.com/press-events/news/20140909_130798.shtml)	At the 2018 Global Intelligent Logistics Summit, JD.com Logistics entered into symbiotic strategic partnerships with over 200 industry leaders to build a global intelligent supply chain infrastructure network (WL-J). (Source: https://weibo.com/5034901460/GEBKd7xTd)
	ecological strategic	1. Creating a living ecosystem and building a 1 + 7 platform centered on the U+ smart life experience (WL-H). (Source: https://zhuanlan.zhihu.com/p/23367115). 2. At present, COSMOPlat has constructed 15 industry ecosystems, such as apparel, agriculture, building materials, etc. (DY-H). (Source: The global smart industry readiness index initiative: manufacturing transformation insights report 2022.World Economic Forum)	The ecosystem provides us with a good basis for co-operation (FT-J); there should be some leading enterprises in various industrial sectors in China to come forward to be the basic intelligent platform and really develop some disruptive technologies with core advantages (ZL-J). (Source: https://www.sohu.com/a/63493107_335141)
External part environments	National emerging strategies	Premier Li Keqiang signed the approval of “Made in China 2025” to comply with the development trend of “Internet +”, to create an industrial Internet (SS-H). (Source: Qingdao Haier Annual Report 2016. https://money.finance.sina.com.cn/corp/view/vCB_AllBulletinDetail.php?stockid=600690&id=3370217)	The State has made major strategic directives for the platformization and ecologization of the supply chain (SS-J). (Source: JD Logistics, Inc. IPO prospectus. 2021. https://www.doc88.com/p-39599821230171.html)
	New technology derives new models	Apply advanced technologies to the existing Haier Connected Engineering model, strengthen the effects of horizontal, vertical and end-to-end integration and expand the industry ecology using a number of new technologies such as the Internet of Things (SJ-H). (Source: Cao, Y.F. (2021), Black Sea Strategy: How Haier builds a platform ecosystem (in Chinese). China Citic Press).	As new technologies continue to mature and be applied, they will have a huge impact on the development of human society (MT-J). (Source: https://www.jdcloud.com/cn/news/detail/769)
Share symbiosis	Hardware share	1 + 7 platform, that is, the existing multiple interactive platform integration into the hardware resources, software resources, content service resources and third-party resources on this platform and the user zero distance interaction, to provide users with a total solution (WL-H). (Source: https://zhuanlan.zhihu.com/p/138992749)	In addition to using these resources for its own purposes, JD.com completely opens up the remaining capacity for other companies to use, thus creating huge profits for JD.com (DY-J). (Source: JD.com logistics research report: backed by JD.com Group, integrated warehouse and distribution integrated logistics leader. Zheshang Securities, 2022)
	Finance Help	We have already made some attempts in this industry, such as the three-way win-win asset-light solution. The basic idea is to cooperate with logistics companies, Haier Finance invests in and holds heavy assets, with the goal of obtaining long-term stable returns (FT-H). (Source: https://www.sohu.com/a/83740441_115035)	After the JD.com financial platform was launched, the official flagship shops of eight large fund companies, such as harvest fund, were formally stationed, and JD.com could provide a variety of services such as finance, marketing, and advertising to the suppliers, and the relationship between suppliers and JD.com was stronger than that of Alibaba (GF-J). (source: https://about.jd.com/memorabilia)
Brands symbiosis	Positive brand image	Successful co-operation with more companies through the presence of multiple industry eco-systems on “COSMOPlat” (WL-H). (Source: https://zhuanlan.zhihu.com/p/572216915)	Not only have they taken the initiative to assume many social responsibilities, but they have also taken a hard look at higher-level corporate development planning, and importantly, their horizons have continued to broaden and grow. (WL-J). (Source: https://www.zhihu.com/question/345525746/answer/833119037?utm_id=0)
	With brand advantages	As the industry's first Internet of Things (IoT) scenario logistics eco-brand, it constantly breaks down industry barriers, links upstream and downstream ecological resource parties and builds out a borderless scenario eco-platform with full-process and zero-distance interaction, with more than 3,000 high-quality eco-parties pouring in (DY-H). (Source: 2018 Chinese Unicorn Enterprise Research Report. Great Wall Enterprise Strategic Research Institute)	The entrance to the Internet is actually very narrow, so we should focus on promoting good brands and high-end quality products, so that better brands and products can occupy the limited entrance to the Internet (ZL-J). (Source: https://www.sohu.com/a/63493107_335141)
Concept symbiosis	Ideal pursue	1. Focus on brand creation and leading profitability, and promote the localization mechanism of People-Single Integration (PSI) in each region, where “People” means employees and “Single” means user needs. “People and single” means that the staff and users are integrated, and “win-win” is embodied in the process of creating value for users to realize their own value (ZL-H). (Source: https://www.sohu.com/a/335467495_249530). 2. Our goal is the smart home (FT-H). (Source: https://www.sohu.com/a/279570743_488849)	1. JD.com has always taken “making life simple and happy” as its corporate development goal and willingness (GF-J). (Source: https://about.jd.com/culture). 2. JD.com has upgraded its corporate values to a “T-shape culture”, i.e., “the right way to success, customer first, and only the first” (SJ-J). (Source: Li, Z.G. (2015), “Create JD.com: Liu Qiangdong personally describes the path of entrepreneurship”, China Citic Press). 3. JD.com adheres to the business philosophy of “customer first” and “integrity”, and works with suppliers and their partners to establish a close partnership and jointly build a healthy and supply-oriented Internet e-commerce ecosystem (GF-J). (Source: https://about.jd.com/company). 4. (Interviewed by Dong Mingzhu) Liu's values are the same as mine…Liu's co-operation with suppliers is also in line with a win-win value…which makes me very willing to co-operate with JD.com (WL-J). (Source: https://zhuanlan.zhihu.com/p/489622493)
	Future vision	1. In the future, we are committed to becoming the world's leading integrated service provider of intelligent manufacturing and mass customization solutions (SS-H). (Source: Haier Smart Home 2020 half year report. https://www.163.com/dy/article/FL656GRV053469RG.html). 2. With the help of the human-single-integration model, to become a rule-setter and leader in the global white goods industry, a model for the transformation from manufacturing to service industry, a leader in the global virtual-real network integration of user zero distance, and to create a world-class brand (WX-H). (Source: Xie, P.H and Zhu, Y. (2018), The internationalization upgrade path of Haier Group's brand (in Chinese). Tsinghua Business Review, No.12). 3. COSMOPlat, adhering to the principle of sharing with small enterprises and building with large enterprises, has already empowered the digital transformation of enterprises in various industries such as equipment, chemical, energy, automotive, electronics, etc. (FT-H). (Source: http://finance.people.com.cn/n1/2021/1228/c1004-32318886.html)	1. The competition of the Internet is ultimately the competition of user experience, and JD.com's core competitiveness is user experience, the best user experience in the world (FT-J). (Source: https://www.163.com/edu/article/9SPL9GUO00294MA1.html). 2. JD.com Logistics' mission is “technology-driven, leading the global efficient circulation and sustainable development, and becoming the world's most trustworthy supply chain infrastructure service provider” (ZL-J). (Source: https://www.sohu.com/a/426478928_104421). 3. JD.com Logistics is willing to join hands with all forces to promote the end-to-end greening and integration of the supply chain … to create a symbiotic, common chain, win-win integrated supply chain ecology, (FT-J). (Source: https://baijiahao.baidu.com/s?id=1735061660418035364&wfr=spider&for=pc)
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Note:

The research materials in this article are mainly in Chinese, so the content in the table is the result of translating from Chinese to English

Source: Authors’ own work

Table 3

Spindle codes

Main category	subcategory	Self-possessed
Opportunity expansion capability	Opportunity discovery	Identifying new opportunities and valuing existing ones
	Opportunity identification	Distinguish between opportunities that have arisen, which are favorable and which are unfavorable
	Opportunity assessment	Evaluate opportunities, which to focus on and which to consider appropriately
	Opportunity test	Test and utilize focused opportunities and see results
	Opportunity development	Opportunities where large-scale layout and development will have an effect
	Opportunity creation	Generating new opportunities through various actions
Resource integration capacity	Policy support	Fully utilize and enjoy the policy support of the national, provincial and municipal governments at all levels
	Financial support	Seek financial help from government taxes, personal sponsorships, etc.
	External environment	Recognizing and grasping trends in the social, economic, political and other environments in which they operate
	Investment financing	Seek financial support such as venture capital and listing financing
	Scientific cooperation	Cooperation with scientific research institutes, research organizations, etc.
	Technical cooperation	Co-operation with subjects such as developers or holders of emerging and mainstream technologies
	Strategic relationship	Wide-ranging strategic cooperation with different subjects
	User requirement	Focus on user needs and incorporate user perspectives into the product and service development process
	Industrial collaboration	Developing co-operation between related industries
Symbiotic relationship capacity	Symbiosis of values	Creation, distribution of new value generated
	Symbiosis of opportunity	Expand, utilize, create new opportunities
	Cooperative symbiotic	Valuing the co-operation of participating agents within the ecosystem
	Shared symbiosis	Funds, information, value shared within ecosystems
	Symbiosis of brands	Brand-driven benefits and brand advantages
	Symbiosis of ideas	Unanimous endorsement of the core concept of ecosystems

Source:

Authors’ own work

Table 4

Comparative analysis of the process of supply chain ecosystem construction and dynamic capability cultivation characteristics of two types of digital platform enterprises

Item	Digital platform enterprises	The embryonic stage	The development stage	The mature stage
Reasons for phase evolution	Digital innovation platform enterprises	External environment driving force, consumer demand pulling force	External environment driving force, enterprise's own driving force, consumer demand pulling force	Enterprise's own driving force, consumer demand pulling force
	Digital trading platform enterprises
Stage evolution approach	Digital innovation platform enterprises	Manufacturing plant transformation + networking strategy	COSMOPlat platform + platformization strategy	Platform niche ecology + eco-branding strategy
	Digital trading platform enterprises	Building logistics infrastructure + strategic external policy support	Opening up advantageous segments to the outside world + networking strategy	Supply chain full link open + intelligent strategy
Interactive behavior between subjects	Digital innovation platform enterprises	Unilateral transfer of energy from ecosystem builders to participants in the system	Relying on the technology, information and other resources of rich platforms to expand the scale of participants and stimulate participant interaction	Sub-ecological interactions promote symbiotic conceptualization
	Digital trading platform enterprises	Ecosystem builders are oriented toward expanding the number of participants and seek multiple collaborations	Guiding different types of participating entities to carry out in-depth exchanges and co-operation	Symbiotic conceptual identity promotes Sub-ecological construction and interaction
Dynamic capacity development characteristics	Digital innovation platform enterprises	Weak ability to expand opportunities – Single form of resource integration – Insufficient symbiotic relationship	Stronger ability to expand opportunities – Richer ways of integrating resources – Stronger symbiotic relationships	Strong ability to expand opportunities – Rich forms of resource integration – Strong symbiotic relationship

Source:

Authors’ own work