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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 emerging economic model that is disrupting industries from entertainment and electronics to aviation and IT.

In addition to attracting and engaging users/ customers and employees, the brand must now be effective with a third stakeholder group: ecosystem partners.

Without a brand that attracts ecosystem partners an ecosystem will not exist.

Ecosystems use a variety of mechanisms and processes to encourage adherence to a consistent brand.

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.

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

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.

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

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

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

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.

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.

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.

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.

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.

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.

The article explains how innovative organizations can seek new opportunities and develop new competencies in business ecosystems they will explicitly create or participate in.

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.

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.

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.

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.

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.

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.

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;

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

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.

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.

Analysis of the executive responses identified four distinct strategic approaches for ecosystem activity – Accelerate, Expand, Ignite and Reposition.

Success is likely only if firms pursue the right ecosystem strategy for their situation, with the right business partners, executed the right way.

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.

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 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.