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Book part
Publication date: 4 December 2012

Rajib Shaw and Noralene Uy

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…

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.

Article
Publication date: 19 September 2022

Kaihan Krippendorff

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

Details

Strategy & Leadership, vol. 50 no. 6
Type: Research Article
ISSN: 1087-8572

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. 44 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Article
Publication date: 14 January 2014

Haydn Shaughnessy

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

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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.

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 16 March 2015

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…

2630

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.

Article
Publication date: 20 May 2020

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

Details

Strategy & Leadership, vol. 48 no. 4
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 23 August 2021

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.

Details

Strategy & Leadership, vol. 49 no. 5
Type: Research Article
ISSN: 1087-8572

Article
Publication date: 19 February 2024

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.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

Keywords

Article
Publication date: 6 February 2024

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.

Details

Smart and Sustainable Built Environment, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2046-6099

Keywords

Article
Publication date: 19 February 2024

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.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

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