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Business Model Innovation is increasingly created by an ecosystem of related companies. This paper aims to investigate the transition of a manufacturing ecosystem toward electric vehicles from a business model perspective.

The authors investigate an automotive manufacturing ecosystem that is in transition toward electric and electrified vehicles, conducting semi-structured interviews with 46 informants from 27 ecosystem members.

The results reveal that the actions of several ecosystem members are driven by regulations relating to emissions. Novel requirements regarding components and complementary offers necessitate the entry of actors from other industries and the formation of new ecosystem members. While the newly emerged ecosystem has roots in an established ecosystem, it relies on new value offers. Further, the findings highlight the importance of ecosystem governance, while the necessary degree of change in the members' business models depends on their roles and positions in the ecosystem. Therefore, upstream suppliers of components must perform business model adaptation, whereas downstream providers must perform more complex business model innovation.

The paper is among the first to investigate an entire manufacturing ecosystem and analyze its transition toward electric vehicles and the implications for business model innovation.

The service environment is becoming increasingly turbulent, leading to calls for a systemic understanding of it as a set of dynamic service ecosystems. This paper advances this understanding by developing a typology of service ecosystem dynamics that explains the varying interplay between change and stability within the service environment through distinct behavioral patterns exhibited by service ecosystems over time.

This study builds upon a systematic literature review of service ecosystems literature and uses system dynamics as a method theory to abductively analyze extant literature and develop a typology of service ecosystem dynamics.

The paper identifies three types of service ecosystem dynamics—behavioral patterns of service ecosystems—and explains how they unfold through self-adjustment processes and changes within different systemic leverage points. The typology of service ecosystem dynamics consists of (1) reproduction (i.e. stable behavioral pattern), (2) reconfiguration (i.e. unstable behavioral pattern) and (3) transition (i.e. disrupting, shifting behavioral pattern).

The typology enables practitioners to gain a deeper understanding of their service environment by discerning the behavioral patterns exhibited by the constituent service ecosystems. This, in turn, supports them in devising more effective strategies for navigating through it.

The paper provides a precise definition of service ecosystem dynamics and shows how the identified three types of dynamics can be used as a lens to empirically examine change and stability in the service environment. It also offers a set of research directions for tackling service research challenges.

This study has conducted exploratory research to understand who should comprise the members of a resilient supply chain for promoting an entrepreneurial ecosystem of a startup project and to determine the mechanisms for the balanced coexistence of all stakeholders. This is necessary to ensure mutual benefits for all stakeholders, each of whom has multidimensional interests. Additionally, this supply chain must be able to withstand any potential disruption risks.

This research has employed a mixed-design approach. In this context, the study conducted an extensive qualitative and quantitative investigation, including 30 interviews and a survey involving 180 potential stakeholders in this supply network, respectively in the capital city of Bangladesh, Dhaka. The analysis of the interviews utilized principles of matrix thinking, while structural equation modeling (SEM) through LISREL was employed to understand cause-and-effect relationships.

Network, platform and governance—these three independent constructs have the potential to contribute to the dependent construct, a resilient supply chain, aimed at promoting an entrepreneurial ecosystem for startup projects. It has been revealed that the management of such projects depends on the rules and regulations within the ecosystem. An excellent governance mechanism is essential for this purpose. To facilitate coexistence, the establishment of a platform is crucial, where cooperation among all members is mandatory.

For practitioners, three distinctive but closely interdependent issues are explored and resolved in this philanthropic study. It has unfolded the elements of any startup project with essential settings.

The identification of the structural dynamics of potential stakeholders within the entrepreneurial ecosystem of startups is largely absent in existing literature. Therefore, there is a need to comprehensively investigate the entire network, including their roles, responsibilities and associations. This study makes a significant and novel contribution to the existing literature. Academics and practitioners alike have ample opportunities to learn from this new aspect of relationships across three distinct areas: the entrepreneurial ecosystem, startup projects and the development of a resilient supply chain.

This study aims to examine the co-creation of customer experiences at different levels in service ecosystems, analyzing the case of a tourist destination.

A questionnaire was designed based on previously validated scales. The questionnaire was distributed through the social media platforms Facebook and Instagram. The survey yielded 1,476 valid responses for three types of destinations. Structural equation modeling and multigroup analysis were performed to test the hypotheses.

Aggregate service experience and memorable customer experience (MCE) in service ecosystems are determined by customer experiences at a dyadic level. Service experience at the ecosystem level is formed from ordinary experiences at the actor level, while MCE is formed from extraordinary experiences at the dyadic level. The type of ecosystem moderates the relationships between the variables but does not alter the importance of each of them.

The relationship between the co-creation of customer experiences at different levels of service ecosystems (dyadic vs aggregate) is addressed. A relationship is established between the ordinary and extraordinary character of experiences and their memorability at the ecosystem level.

Using social relations theory, we argue that entrepreneurship ecosystems must also include relationships such as market pricing, equality matching, authority ranking and communal sharing to be successful and thrive.

We theorize using Fiske’s typology that a successful entrepreneurial system must have certain characteristics to be successful.

In doing so, we suggest an alternative perspective of the role of exchange relationships in ecosystems which considers both the geographic context and social relationships as equally important ecosystem components. Our contributions include (1) exposing social processes as the explanatory mechanism for exchanges instead of solely market forces, (2) illustrating the role of regional cultural differences in exchanges and (3) emphasizing how entrepreneurs can better realize ecosystem benefits through understanding the methods of exchange in these ecosystems.

Social relationships include a wide variety of different types of resources and exchange mechanisms, so by their inclusion into the entrepreneurship ecosystem literature, a more complete view of ecosystems is possible.

The purpose of this study is to discuss how organizations can drive organizational performance through human capital (HC) investment through systematic thinking.

This study analyzes three companies from various industries, adopts systems thinking and uses three leading indicators from the balanced scorecard framework to explore the effects of strategic orientations for HC on innovation ecosystems and organizational performance.

In terms of academic contributions, this study broadly verifies the innovation ecosystem model for organizations and reveals that customer-oriented, internal process-oriented and innovation learning-oriented HC strategies reinforce the pathways in organizational innovation ecosystems, thereby enriching the literature on innovation ecosystems.

In terms of practical contributions, this study provides a novel HC-based perspective on developmental dynamics and details the relationships among each aspect of the innovation ecosystem and HC strategies.

The proposed architecture and strategic frameworks provide a reference for corporations to implement strategic orientations of HC, drive operations in organizational innovation ecosystems and improve organizational performance.

Company goals, behaviors and decision-making processes may differ depending on whether a given company decides to engage in the Industry 4.0 (I4.0) paradigm as a user or as a provider of I4.0-based solutions. This paper will consider this question in-depth by focusing on the extent to which the innovation ecosystem (IES) affects these two main strategies.

The authors' study aims to analyze the impact of a regional information and communication technology (ICT) ecosystem on the implementation of I4.0 at the company level by using an original survey of 123 companies that are already engaged in the implementation of I4.0 in the French region of Hauts-de-France and by employing two sets of logit models.

The authors' empirical study demonstrates the importance of an innovation ecosystem-based strategy for I4.0 technology provision. It reveals that engaging in R&D collaborative projects and developing links and complex relationships with heterogeneous actors within the IES positively affects the likelihood of a given firm deciding to implement I4.0 as a provider of I4.0-based solutions. This does not, however, affect the probability of a firm engaging in the I4.0 paradigm as a user of technologies and solutions.

From a policy standpoint, this study could encourage decision-makers to engage with I4.0 development by developing policies targeting the reinforcement of IES at a regional level. This could also help to accelerate the adoption of I4.0 technologies by manufacturing companies and foster the development of I4.0-based solutions through specific company-targeted policies. The authors' study supports the need for manufacturing company managers to evaluate and identify the best technological strategies related to the I4.0 paradigm that meet their specific needs.

The authors' study shows that the decision to engage in the I4.0 paradigm as providers of I4.0-based solutions is more likely to rely on an innovation ecosystem-based strategy, while the decision to engage in the I4.0 paradigm as users of I4.0-based solutions is more likely to rely on the company’s internal strategies, resources and demand-side benefits.

The paper reviews existing literature on South Asian ecosystem-based disaster risk reduction (DRR) and identifies how community participation can be used to plan and implement ecosystem-based DRR approaches.

The literature review methodology involved several stages. Firstly, the research objective was determined. Secondly keywords for the literature search were determined. Scopus, Google Scholar, JSTOR and AUT online library were utilized for the literature search. After the search, the literature was screened. The study design, methodology, results and limitations were identified and documented. After data extraction, the literature was analyzed. The patterns, trends and inconsistencies in the literature were identified based on the research question. Later the gaps, controversies and future research needs were identified. Then, a comprehensive and structured literature review that summarizes the relevant literature, synthesizes the findings and provides a critical evaluation of the literature was documented. After writing the document, it was reviewed and edited to ensure its clarity, accuracy and coherence.

The paper identifies four different themes recurrently emerging in literature on the importance of community participation in ecosystem-based DRR in South Asia. The themes are local community participation in ecosystem-based DRR governance, knowledge production, livelihood enhancement and increased public acceptance.

The paper also illustrates the challenges in integrating community participation with the dominant physical scientific approaches ecosystem-based DRR and proposes a five-element framework to facilitate the integration.

The paper covers the topic of power strategies between actors and the interplay between the service ecosystem and the actor(s), and vice versa. The paper addresses the lack of conceptual development concerning power considerations beyond dyadic, rigid and role-based models found in general marketing literature. Further, the paper opens the area of power relationships, using the service ecosystem as conceptual framework.

The paper has a systemic and sociological view on service-ecosystems using mainly Giddens' structuration theory. Service-dominant logic literature from 2004 to 2021 is systematically reviewed for power issues and qualitatively analyzed. Mayring's step model of, firstly, inductive and, secondly, deductive category development is applied. Subcategories were identified, subsumed and finally grouped into five categories to increase the level of abstraction.

The article investigates power considerations and enables marketers to create power through (1) imbalance, to find strategies and counterstrategies for (2) actor's behavior, to understand the (3) actor's embeddedness within a service ecosystem and its dynamic nature, to learn about (4) institutions and actor's institutional work. A set of seven propositions is presented for the conceptualization of power strategies in a service ecosystem.

The consideration of power on different levels supports both the zooming-in and zooming-out to observe and understand the power phenomena in a service ecosystem. Seven propositions about episodic as well as systemic power relations are presented. Power is conceptualized in service ecosystem as transformative capability of an actor to intervene on institutions and in some way alter them, recognizing that power relations are co-created, dynamic and context-dependent.

The article recognizes different levels (micro-meso-macro) of power considerations and helps practitioners and marketers to create power through (1) imbalance, find strategies and counterstrategies for (2) actor's behavior, understand the (3) actor's embeddedness within a service ecosystem and its dynamic nature, learn about (4) institutions and actor's institutional work. This enables managers to find an appropriate choice of action in their specific context to transform the service ecosystem(s) they are embedded in.

As all social systems are power systems, a service ecosystem can only be fully understood by integrating the elementary concept of power. As such, power considerations within actor strategies and the service ecosystem are relevant to improve the understanding of transformation of the service ecosystem. Power, in the sense of the transformative capability of actors, changes the social and material world.

Power issues are important to understand the “hows” of resource integration in service ecosystems and its transformation or stability.

The world continues to grapple with grand challenges – climate change, pandemic, poverty, social injustice and diminishing resources – requiring mitigation if we are to focus on well-being and move towards a more sustainable future. Cultivating sustainable ecosystems offers a possible solution. The purpose of this paper is to understand how sustainable organizations at the meso level can nurture sustainable service ecosystems that provide the potential for greater well-being outcomes for individuals, business, society and the planet.

Case study data is gathered from 11 sustainable fashion organizations operating at the meso level within a complex ecosystem. The analysis includes interviews with founders and/or key managers and secondary information from company websites and publicly available reports.

The findings identify key value co-creation sustainable practices at the meso level that facilitate the function of the service ecosystem to create well-being outcomes. Value co-creation practices include – embedding a sustainable ethos; implementing sustainable strategies that embrace innovation, transparency and stakeholder collaboration; and incorporating sustainable communication practices that engage.

Encapsulating sustainability within macromarketing and service ecosystems enables the development of a sustainable service ecosystems framework that has the potential to offer enhanced well-being. Implications for marketing practice in terms of important factors that facilitate service-sustainable ecosystems to enhance well-being are considered.