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1 – 10 of over 26000The key concept of ecosystem-based adaptation (EbA) is how to think of ecosystem in daily lifestyles (both in urban and rural areas), and how ecosystem-based adaptation can be a…
Abstract
The key concept of ecosystem-based adaptation (EbA) is how to think of ecosystem in daily lifestyles (both in urban and rural areas), and how ecosystem-based adaptation can be a tool to adapt daily lives in changing climatic conditions. Sustainably managing, conserving, and restoring ecosystems so that they continue to provide the services that allow people to adapt to climate change is known as ecosystem-based adaptation. Summarizing the key observations provided in the earlier chapters, this chapter provides the ways of action-oriented ecosystem-based adaptation.
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At Haier, one of the world’s largest suppliers of kitchen appliances, an initiative successfully transformed a culinary innovation into a novel ?ecosystem brand? ? a rapidly…
Abstract
Purpose
At Haier, one of the world’s largest suppliers of kitchen appliances, an initiative successfully transformed a culinary innovation into a novel ?ecosystem brand? ? a rapidly emerging economic model that is disrupting industries from entertainment and electronics to aviation and IT.
Design Methodology Approach
In addition to attracting and engaging users/ customers and employees, the brand must now be effective with a third stakeholder group: ecosystem partners.
Findings
Without a brand that attracts ecosystem partners an ecosystem will not exist.
Practical Implications
Ecosystems use a variety of mechanisms and processes to encourage adherence to a consistent brand.
Originality Value
Because ecosystem companies can continuously customize their offering by configuring the individual value of ecosystem partners in new ways they can compete. in a new way
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.
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This article introduces the concept of a industry phase change. Phase-changes are historical transitions, ones that create a new industry and consumer ecosystem. They are not…
Abstract
Purpose
This article introduces the concept of a industry phase change. Phase-changes are historical transitions, ones that create a new industry and consumer ecosystem. They are not merely disruptive technologies.
Design/methodology/approach
A phase-change is marked by a complex transformation in human behavior produced by a new way to satisfy consumption needs. The Kodak case is described.
Findings
A current phase-change sweeping many business sectors is driven by the growing search for competitive advantage through connected ecosystems of stakeholders that co-create value – customers, innovators, partners and communities.
Practical implications
Co-creative ecosystems are a phase-change that requires a new set of executive and management skills, a different culture, a new approach to information, as well as new forms of leadership.
Originality/value
Explains the success factors of the four major types of modern ecosystems: scale ecosystems; creative commons/open source ecosystems; customer ecosystems; and systemic ecosystems. Shows how Kodak was disrupted by its lack of understanding of ecosystems management.
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Steven Davidson, Martin Harmer and Anthony Marshall
This article identifies a new transactional system–the business ecosystem. It describes the characteristics and drivers of these complex webs of interdependent enterprises and…
Abstract
Purpose
This article identifies a new transactional system–the business ecosystem. It describes the characteristics and drivers of these complex webs of interdependent enterprises and other participants which create unique value through synergistic relationships.
Design/methodology/approach
The article explains how innovative organizations can seek new opportunities and develop new competencies in business ecosystems they will explicitly create or participate in.
Findings
Ecosystems provide stimulus for, and a path to organizational and industry transformation – connecting people and organizations in new and different ways, and providing access to skills and expertise often unavailable outside the ecosystem.
Practical implications
The authors have identified a spectrum of ecosystem archetypes that they call the Shark Tank, the Hornet’s Nest, the Wolf Pack and the Lion’s Pride. They analyze the success strategies for each.
Originality/value
This article methodically diagrams the strategies for success in the emerging ecosystem economy. It identifies the key drivers of value in these new kinds of networks and offers corporate leaders actionable advice on how to position their firms in specific types of ecosystems.
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Anthony Marshall, Anthony Lipp, Kazuaki Ikeda and Raj Rohit Singh
Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and…
Abstract
Purpose
Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019.
Design/methodology/approach
The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers.
Findings
Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers.
Practical implications
The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;9;They lead with platforms for innovating in ecosystems. 10;9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10;
Originality/value
The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration
Golnar Pooya, Nathan Cheng, Anthony Marshall, Jacob Dencik and Namit Agrawal
Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other stakeholders -…
Abstract
Purpose
Ecosystems’ digitally enabled networks that enhance corporate value propositions by linking corporate units, suppliers, distributors, partners, customers and other stakeholders -- have become the engine that drives performance and strategic impact across economies. Article examines which ecosystem strategies are appropriate for firms in various situations.
Design/methodology/approach
A new IBM Institute for Business Value (IBV) survey of 700 executives involved in decision-making about their organizations’ ecosystem growth and partnering reveals that the companies most focused on ecosystem engagement consistently generate higher growth and more business value.
Findings
Analysis of the executive responses identified four distinct strategic approaches for ecosystem activity – Accelerate, Expand, Ignite and Reposition.
Practical/implications
Success is likely only if firms pursue the right ecosystem strategy for their situation, with the right business partners, executed the right way.
Originality/value
Ecosystems can enhance the value of products or services through both competition and cooperation with partners and rivals. For enterprises battling dislocation and disruption, ecosystems promote agility and resilience and can identify new revenue opportunities. As such, ecosystems have been the essential vehicle for growth and expansion for many corporations.
Jeffrey Muldoon, Joshua S. Bendickson, Eric W. Liguori and Shelby Solomon
Using social relations theory, we argue that entrepreneurship ecosystems must also include relationships such as market pricing, equality matching, authority ranking and communal…
Abstract
Purpose
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.
Design/methodology/approach
We theorize using Fiske’s typology that a successful entrepreneurial system must have certain characteristics to be successful.
Findings
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.
Originality/value
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.
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Yuting Wu, Athira Azmi, Rahinah Ibrahim, Azmiah Abd Ghafar and Sarah Abdulkareem Salih
With rapid urbanization, cities are facing various ecological and environmental problems. Living in harmony with nature is more important than ever. This paper aims to evaluate…
Abstract
Purpose
With rapid urbanization, cities are facing various ecological and environmental problems. Living in harmony with nature is more important than ever. This paper aims to evaluate the ecosystem and ecological features of Azheke village, a key component of the Hani Rice Terraces World Cultural Heritage in China. The focus is on exploring effective ways to improve the relationship between humans and the natural environment through urban design in order to create a livable and sustainable city that can promote the development of sustainable smart urban ecology design.
Design/methodology/approach
This study conducted a systematic literature review to answer the following research questions: (1) How does Azheke design achieve harmony between humans and nature? (2) What are the effective approaches to improve the relationship between humans and nature within urban ecosystems? (3) How can urban design learn and integrate from Azheke’s ecological features to improve the relationship between humans and nature?
Findings
Azheke sustains long-term human-nature harmony through traditional ecological knowledge (TEK) and efficient natural resource use. By incorporating biophilic design and nature-based solutions from Azheke, along with biodiversity-friendly urban planning, we can boost urban ecosystem health and create unique Azheke-inspired urban designs.
Research limitations/implications
This research primarily focuses on the human-nature relationship, exploring design strategies based on biodiversity without delving into the interactions between other components of urban ecosystems, such as social-cultural and economic components.
Originality/value
This paper provides a new perspective and strategies for developing sustainable and smart urban ecology design. These findings can provide theoretical references for urban planners, designers and decision-makers.
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Donglin Chen, Min Fu and Lei Wang
The purpose of this paper is to analyze the symbiotic evolution decisions of digital innovation enterprises, research institutes and the government in the digital innovation…
Abstract
Purpose
The purpose of this paper is to analyze the symbiotic evolution decisions of digital innovation enterprises, research institutes and the government in the digital innovation ecosystem.
Design/methodology/approach
Based on innovation ecosystem theory and an evolutionary game model, this study constructs a tripartite symbiotic evolution game model of digital innovation ecosystems with digital innovation enterprises, research institutes and the government as the main bodies and analyzes the influencing factors as well as the evolution paths of the different behavioral strategies of each subject through numerical simulation.
Findings
The research shows that the digital innovation ecosystem has the characteristic of self-organization, which requires the symbiotic cooperation of each subject. The government plays an active role in any stage of symbiotic evolution, and the system cannot enter symbiosis under a low level of subsidies and penalties. Only when the initial willingness to cooperate of digital innovation enterprises and scientific research institutes is at a medium or high level is the system likely to become symbiotic. While digital innovation enterprises are more sensitive to government subsidies and punishments, scientific research institutes are more sensitive to the distribution proportion of cooperation income.
Originality/value
This study includes government regulation into the research scope, expands the research mode of the digital innovation ecosystem and overcomes the difficulties of empirical research in collecting dynamic large sample data. It vividly and systematically simulates the symbiotic evolution process of the digital innovation ecosystem, which provides a theoretical and practical reference for digital innovation ecosystem governance.
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