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Article
Publication date: 23 August 2022

Josep Alet

This paper aims to explore the dimensions that foster the accomplishment of goals of business ecosystems.

Abstract

Purpose

This paper aims to explore the dimensions that foster the accomplishment of goals of business ecosystems.

Design/methodology/approach

The paper reviews recent contributions to business ecosystems and identifies the key pillars that support the achievement of good results.

Findings

The paper suggests that entanglement with the customers, value sharing based on a holistic win-win approach, organizational entrepreneurship alignment and continuous smart learning are four dimensions of criticality for designing an effective business ecosystem. These four dimensions nurture the relationships between participants and external actors to make ecosystems successful. Entanglement with the customer is critical to the long-term relevance of the value proposition that reinforces companies’ relationships within the second pillar of value sharing in a win-win system. The development is structured in an organizational alignment where entrepreneurship is the engine, from the employees themselves to the largest corporations, and is enriched with continuous learning based on the exploitation of knowledge and big data.

Research limitations/implications

The paper identifies a set of four pillars of business ecosystem design for further empirical analysis by ecosystem researchers.

Practical implications

The paper provides managers and professionals with strategies to develop effective growth within business ecosystems.

Originality/value

The authors contribute a fresh perspective to the business ecosystems literature by identifying four key pillars of success in the current business landscape.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 20 January 2023

Imoh Antai and Nonyelum Lina Eze

In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT…

Abstract

Purpose

In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem, came with the coronavirus disease 2019 (COVID-19) pandemic. Thus, this paper aims to investigate the impacts of the COVID-19 pandemic on interfirm relationships within the context of the digital ecosystem in Africa.

Design/methodology/approach

This study employs an explanatory–exploratory qualitative approach from an interpretivist stance to investigate the impacts of the COVID-19 pandemic on interfirm relationships. The authors conducted seven in-depth interviews with top management executives in a Nigerian technology company, together with the company's archival data that provided the pre, during and post pandemic (2018–2021) business-to-business (B2B) relationship structures, to determine how these relationships have been affected.

Findings

The results suggest that the pandemic had a minimal effect on partnership relationships in the B2B ecosystems of the case company but affected only non-partnership relationships.

Research limitations/implications

The authors' qualitative study is interpretive and the sample size is limited. Hence, there is a need for caution in generalizing the findings. The framework can be further validated across a wider population.

Practical implications

Partnerships can help organizations weather business crises. Consequently, organizations should maintain a healthy number of partnership relations to deal with periods in which challenges emerge in the business landscape. In other words, with tight contracts and a strategic focus on goals and objectives, partnership relations can help organizations weather business crises.

Originality/value

This study builds upon the burgeoning body of literature on digital ecosystems within the African context, which is a relevant contextual contribution.

Details

Information Technology & People, vol. 36 no. 8
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 14 December 2022

Vanessa Felch and Eric Sucky

Despite the constantly increasing number of publications in the field of business ecosystems, there are indications that a precise definition that appropriately captures…

Abstract

Purpose

Despite the constantly increasing number of publications in the field of business ecosystems, there are indications that a precise definition that appropriately captures the business ecosystem mindset is not yet available. Therefore, the purpose of this paper is to provide a consensus definition of business ecosystems.

Design/methodology/approach

Using structured content analysis, this paper examines a total of 43 definitions in terms of their core components.

Findings

The results indicate that the existing definitions focus only on single components, e.g. “network of actors,” thereby omitting other essential components, such as “cocreated value proposition” or “shared fate.” Consequently, it seems appropriate to develop a consensus definition that combines the perspectives of the academic and practitioner communities.

Originality/value

The proposed definition is more comprehensive than the prevailing definitions and represents a synthesis of previous considerations on business ecosystems. Such a definition will support researchers in developing a sound business ecosystem theory that will guide practitioners in the efficient design and management of business ecosystems in the long term.

Details

Journal of Modelling in Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5664

Keywords

Book part
Publication date: 16 September 2017

Elizabeth J. Altman and Michael L. Tushman

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and…

Abstract

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

Article
Publication date: 21 April 2022

Miao Cui, Wanling Li, Li Cui, Yibo Jia and Lin Wu

Sharing resources with stakeholders is the key for keystones to govern business ecosystems successfully. However, existing research has not paid further attention to how…

Abstract

Purpose

Sharing resources with stakeholders is the key for keystones to govern business ecosystems successfully. However, existing research has not paid further attention to how keystones share resources under the condition of resource sufficiency and how keystones balance resource sharing with complementors when they lack resources. Therefore, this paper aims to explore how keystones govern their business ecosystems under the conditions of resource sufficiency and resource insufficiency.

Design/methodology/approach

This paper adopts the single case study method. First, by adopting Gioia coding to analyze the relevant data of the case sample, this paper obtains the key concepts of the business ecosystem governance process. Then, it establishes the relationship between the concepts by analyzing the governance process of the case sample.

Findings

Under the condition of resource sufficiency, keystones under the condition of resource sufficiency, should make full use of resources to incubate more complementors, and further integrate the resources of the business ecosystem, to create more value for their business ecosystems. Under the condition of resource insufficiency, keystones should break the boundaries of business ecosystems and acquire external resources, to meet the resource needs of complementors. Subsequently, keystones should redeploy idle resources according to the actual needs of complementors, to meet the changing resource needs of complementors.

Originality/value

This study subdivides business ecosystem governance conditions and further constructs the business ecosystem governance process model, which provides a theoretical and practical reference for business ecosystem governance.

Details

Industrial Management & Data Systems, vol. 122 no. 9
Type: Research Article
ISSN: 0263-5577

Keywords

Open Access
Article
Publication date: 19 October 2021

Irina Anatolevna Krasyuk, Maria Vladimirovna Kolgan and Yuliya Medvedeva

Fundamental changes in economic relations, instability of the market environment in which enterprises operate and increased intensity of competitive influences to obtain…

1027

Abstract

Purpose

Fundamental changes in economic relations, instability of the market environment in which enterprises operate and increased intensity of competitive influences to obtain better business conditions emphasize the importance of the nature of interaction for all participants of business processes in the distribution channel and the success of the chosen business structure. This circumstance determines the expansion of the content of the ecosystem approach to the organization of enterprise activities and the clarification of the participants' roles in such systems. The purpose of the study is to identify the key features and differences in business models of digital ecosystem participants that are critical to shaping the value of the distribution system.

Design/methodology/approach

In this paper, within the framework of the theoretical component, the authors analyze conceptual and empirical articles contained in the Web of Science database and also rely on information obtained from the study of articles by Russian academicians in specialized journals, monographs and conference abstracts. Using the method of content analysis, data on enterprises were collected and generalized into cases, which made it possible to propose possible classification properties of enterprise archetypes within the digital ecosystem and to determine the general properties of the objects under study and their interrelations.

Findings

The systematization of results allows us to present a co-competitive activity model for ecosystem participants, depending on their archetype, where they are segmented according to the dominant principle of role and activity within the system. From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations make it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product/service, the manufacturer and the seller. This reduces the time of delivery and waiting as well as the time to find a suitable option making the market more perfect. The proposed conceptual framework indicates the interdependence of the development of all participants in the product distribution and proves that successful business models take part in the market expansion. Finally, the authors' systematic review of the academic literature results in identifying certain promising directions for future research based on the consideration of open ecosystems with transparent infrastructure.

Research limitations/implications

The results are limited by the authors' sample data and the case study approach. The study does not show the further evolution of the digital ecosystem depending on the set and configurations of ecosystem participants. The authors introduce a possible new classification of archetypes of ecosystem participants and a co-competitive activity model for ecosystem participants depending on these archetypes.

Practical implications

From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations make it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product/service, the manufacturer and the seller.

Originality/value

From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations makes it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product or service and the manufacturer or the seller. This reduces the time of delivery and waiting as well as the time to find a suitable option making the market more perfect in this respect.

研究目的

經濟關係作根本性的變化、企業營運的市場環境日趨不穩定、以及為求達致更好的經營狀況,企業不得不面對日益劇烈的競爭,這都清晰顯示了在分銷渠道內、業務過程中,所有參與者之相互作用的性質是必須重視的。同樣地,被採用的企業結構之成效也不可忽視。這情況就決定了企業在如斯的系統裏,對其經營活動的籌劃及參與者角色的闡明會擴大其生態系統方法的內容。本研究擬確定數位生態系統參與者的各商業模式之主要特點及不同之處;而這些商業模式,對分配系統價值之塑造、至關重要。

研究設計/方法/理念

在本文中,我們在理論成分的框架裏,分析在Web of Science 資料庫內概念性和實徵性的文章。我們使用的資料,亦包括取自俄國院士在專業期刊、專著和會議摘要內發表的學術論文。研究人員透過內容分析,收集關於企業的數據,並概括為案例;這樣,研究人員就可以在數位生態系統裏提出企業原型可能的分類屬性,以及能夠判斷研究對象的一般屬性及它們之間的相互關聯。

研究結果

研究結果之系統化,讓我們能夠依賴生態系統參與者的原型,為它們展示一個共同競爭活動模型,而在這模型裏,它們會根據在系統內作用和活動的主導原則而被分割。從實際的角度來看,因受援企業的原型及其經濟關係得到分類,故數位生態系統的結構可被形象化,這可大幅縮短商品或服務的消費者、製造商和銷售者三者之間的距離;這可減少交貨和等候的時間,以及尋找合適選擇所需的時間,使市場更趨完善。被提出之概念性框架顯示了在產物分佈上,所有參與者的發展是相互依賴的;同時,亦證實了成功的商業模式在市場擴展上擔當著一定的角色。最後,我們詳盡而有系統的學術文獻探討,確定了今後研究的某些合適方向,這都是建基於對擁有透明基礎設施的開放生態系統之研究。

研究的局限/啓示

研究結果因樣本數據以及採用了個案研究法而有其局限,研究沒有顯示數位生態系統如何依賴生態系統參與者的設置和配置而進一步進化。我們引進一個生態系統參與者原型的可能新分類,以及仗賴這些原型,為生態系統參與者介紹一個共同競爭活動模型。

實務方面的啓示

從實際的角度來看,因受援企業的原型及其經濟關係得到分類,故數位生態系統的結構可被形象化,這可大幅縮短商品或服務的消費者、製造商和銷售者三者之間的距離。

研究的原創性/價值

從實際的角度來看,因受援企業的原型及其經濟關係得到分類,故數位生態系統的結構可被形象化,這可大幅縮短商品或服務的消費者、製造商和銷售者三者之間的距離;這可減少交貨和等候的時間,以及尋找合適選擇所需的時間,使市場就此而言更趨完善。

Details

European Journal of Management and Business Economics, vol. 31 no. 2
Type: Research Article
ISSN: 2444-8451

Keywords

Article
Publication date: 15 October 2021

Pietro Micheli and Gurpreet Muctor

Performance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly…

Abstract

Purpose

Performance measurement and management (PMM) systems have traditionally enabled strategy execution within and across firms. However, PMM have been criticized as overly static and deterministic and therefore inappropriate for emergent and dynamic contexts, such as those that characterize business ecosystems.The study aims to address the roles of organizational PMM practices in the development and implementation of business ecosystem strategies.

Design/methodology/approach

The authors carried out a qualitative, longitudinal study during 2016–2020 at a Japanese multinational technology corporation attempting to create an ecosystem strategy to expand its market and diversify its offering. The authors collected interview, observation and archival data, spanning the period from framing the initial strategy to establishing the ecosystem.

Findings

The process of developing and implementing the ecosystem strategy was emergent and highly iterative, rather than planned and linear, eventually requiring key decision-makers in the company to challenge some of their deeply held assumptions. PMM practices first acted as barriers to ecosystem development by promoting an excessive focus on revenue generation. Once modified, PMM helped capture, convey and reassess the ecosystem strategy. Performance targets, indicators and strategy maps were not just data gathering and reporting mechanisms but key means to express competing perspectives.

Practical implications

When developing an ecosystem strategy, managers should adopt a participatory and iterative approach, reviewing the complementary effects of various PMM tools at different points in time.

Originality/value

The study is among the first to provide an in-depth account of ecosystem strategy creation and implementation and to identify the diverse roles and effects of PMM practices in dynamic and complex contexts.

Details

International Journal of Operations & Production Management, vol. 41 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 4 August 2021

Ismail Gölgeci, Imran Ali, Paavo Ritala and Ahmad Arslan

Service ecosystems are becoming an important domain of joint value creation and resource integration, and the literature in the field is burgeoning. The recent growth in…

Abstract

Purpose

Service ecosystems are becoming an important domain of joint value creation and resource integration, and the literature in the field is burgeoning. The recent growth in the literature warrants consolidating the findings of the existing literature, summarizing the recent development and identifying avenues for more impactful future research on the topic. This study aims to map the service ecosystems research domain and synthesize insights by integrating qualitative content analysis with quantitative data analysis.

Design/methodology/approach

This paper uses algorithmic bibliometric review (quantitative) with VOSviewer and R-package and content analysis (qualitative) on 119 service ecosystems papers published between 2003 and 2020.

Findings

The bibliometric analysis uncovers the critical research domains, knowledge trajectories, influential authors and journals and author networks in the field. The content analysis identifies the four most important research themes (value creation, change triggers, strategic and entrepreneurial action and institutional embeddedness and agency) and provides an integrative view of the dynamics among these themes. The authors also find the need for more empirical and theory grounded research around these four themes. Furthermore, based on the review, the authors discuss the disciplinary identity of the service ecosystems field and suggest interesting future research opportunities, along with ideas for useful empirical approaches and theoretical extensions.

Originality/value

This study’s comprehensive analysis offers an overview of the evolution and identity of the service ecosystems research and identifies several promising opportunities for future research on service ecosystems.

Details

Journal of Business & Industrial Marketing, vol. 37 no. 4
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 23 July 2020

Ignat Kulkov, Magnus Hellström and Kim Wikström

Business accelerators have recently received increasing attention as important cogs in business ecosystem development. However, their exact role in the ecosystem is not…

Abstract

Purpose

Business accelerators have recently received increasing attention as important cogs in business ecosystem development. However, their exact role in the ecosystem is not yet well known, especially outside the IT sector. The purpose of this study is, therefore, twofold: to determine the position of life science accelerators in the business ecosystem and the attributes of support for companies and to identify key features of the life science accelerators that contribute to the change in business ecosystems.

Design/methodology/approach

The authors offer an exploratory case study of five life science business accelerators and analyze the main factors affecting the companies and the whole business ecosystem. The authors build upon the scarce literature on business accelerators and consider a new type of accelerator that specializes in life science projects and study its role in the transformation and evolution of the life science industry.

Findings

The authors have defined the role and key parameters of life science accelerators that influence the existing business ecosystems: (1) cooperation with other regions and countries, (2) development of entrepreneurial skills among participants of the business accelerators program and (3) a project on demand-based approach.

Originality/value

The key parameters of the life science accelerators allow to concentrate these efforts on the activities that are most demanded by the market. Business accelerators can increase the created value for other program participants.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 2 November 2018

Hung-Tai Tsou, Ja-Shen Chen and Ya-Wen (Diana) Yu

In the contemporary business environment, companies must constantly consider methods to enhance their competitive advantage and create value for their customers. The…

1369

Abstract

Purpose

In the contemporary business environment, companies must constantly consider methods to enhance their competitive advantage and create value for their customers. The purpose of this paper is to develop a research model based on a business ecosystem view. Within a business ecosystem, the authors identified the key factors of co-development and the manner in which these factors affect a company’s innovation performance.

Design/methodology/approach

The theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from information and communication technology (ICT) and hotel industries in Taiwan.

Findings

In both industries, the results suggest that a firm’s co-development within its own ecosystem has positive effects on innovation performance. For companies in the ICT industry, collaborative networks and partner selection have significant impacts on the firms’ co-development, but their information technology (IT) capability does not; in contrast, in the hotel industry, partner selection and IT capability have significant impacts on firm co-development, but their collaborative network does not.

Originality/value

This study contributes to the literature of business ecosystem and co-development by offering a co-development model. As both conceptual and empirical research on this topic is still underdeveloped, this study provides fresh insights into collaboration management and offers significant theoretical and managerial implications from a business ecosystem perspective.

Details

Management Decision, vol. 57 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

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