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Sport entrepreneurial ecosystems are part of the international business environment and help to determine the competitiveness of a place. While the origins of entrepreneurial ecosystems derive from the economic geography field, increasingly international business theories are being used as a way to engage with the cultural and societal context. This means it is important for scholars to take an interdisciplinary perspective on how to define and conceptualize an ecosystem from an entrepreneurial point of view. This chapter reviews the current body of literature on sport entrepreneurial ecosystems and extends it to a more international business perspective by focusing on knowledge spillovers. This will enable sport managers and practitioners to utilize entrepreneurial ecosystems as a way to foster their internationalization efforts.

Although ecosystems have been researched extensively over the past decade, we know little about how they should be organised. Focusing on a knowledge ecosystem comprising a university and a regional strategic network (RSN), this paper aims to describe and discuss the mechanisms for knowledge development in knowledge ecosystems.

This paper studies the integration of a university into a Swedish RSN. Data were collected through interviews with representatives of the university, the RSN and all firms comprising the RSN. A qualitative content analysis helped to detect mechanisms for knowledge development.

Two reinforcing mechanisms for knowledge development in the knowledge ecosystem are identified: structure and openness, which relate to insight and outlook, respectively. The findings also indicate a knowledge division, with the university representing the transfer of knowledge capabilities as a linear process, whereas the content-related knowledge is collaborative.

This paper contributes to research on knowledge ecosystems by describing how their organisation is based on a number of contradictions (structure and openness, insight and outlook, linearity and collaboration) to accomplish the development of knowledge capabilities and content-related knowledge.

This paper aims to better understand how codified knowledge that originates in organizations contributes to the generation of idiosyncratic knowledge embedded at a more expansive level, such as that of an ecosystem. In doing so, the authors introduce the concept of patent ecosystems – conceived as configurations of codified knowledge advancements protected via patents.

Using a patent co-classification method and introducing a novel validated software, the authors map and visualize the patent ecosystem of Singapore and examine 173,597 patents published from 1995 to 2020.

Results reveal the prominent growth of Singapore’s patenting activities, capturing a patent ecosystem shift, from a more diverse knowledge configuration to a more specialized one. The codified knowledge mainly generated deals with pharmaceuticals and high-tech knowledge domains; further, newly emerging technologies such as blockchain are also noted.

The research investigates Singapore’s context, a country in which research directions and focus areas are influenced by government interventions and leadership. Thus, future studies might examine other patent ecosystems to draw comparisons with more laissez-faire policies or ecosystems with more pronounced organic development.

The novelty of this research is the introduction of the concept of a patent ecosystem for advancing a more fine-grained understanding of the aggregated knowledge generated at the ecosystem level and its specific features, composition and development. The authors consider patents as “carriers” of different codified pieces of knowledge and patent ecosystems represent the configuration that emerges from connections of these elements. The novel approach can aid both researchers, practitioners and policymakers with future examinations in the field.

Despite the abundance of research in open innovation, few contributions explore it at inter-organizational level, and particularly with a focus on healthcare ecosystem, characterized by a dense network of relationships among public and private organizations (hospitals, companies and universities) as well as other actors that can be labeled as “untraditional” player, i.e. doctors, nurses and patients. The purpose of this paper is to cover this gap and explore how knowledge is transferred and flows among all the healthcare ecosystems’ players in order to support open innovation processes.

The paper is conceptual in nature and adopts a narrative literature review approach. In particular, insights gathered from open innovation literature at the inter-organizational network level, with a particular attention to healthcare ecosystems, and from the knowledge transfer processes, are analyzed in order to propose an interpretative framework for the understanding of knowledge transfer in open innovation with a focus on healthcare ecosystem.

The paper proposes an original interpretative framework for knowledge transfer to support open innovation in healthcare ecosystems, composed of four main components: healthcare ecosystem’s players’ categories; knowledge flows among different categories of players along the exploration and exploitation stages of innovation development; players’ motivations for open innovation; and players’ positions in the innovation process. In addition, assuming the intermediary network as the suitable organizational model for healthcare ecosystem, four classification scenarios are identified on the basis of the main players’ influence degree and motivations for open innovation.

The paper offers interpretative lenses for managers and policy makers in understanding the most suitable organizational models able to encourage open innovation in healthcare ecosystems, taking into consideration the players’ motivation and the knowledge transfer processes on the basis of the innovation results.

The paper introduces a novel framework that fills a gap in the innovation management literature, by pointing out the key role of external not R&D players, like patients, involved in knowledge transfer for open innovation processes in healthcare ecosystems.

Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty.

Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems.

This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems.

Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems.

Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.

This research aims to shed new lights on the most shared constructs developed on Innovation Ecosystems, Entrepreneurial Ecosystems and Technology Transfer Ecosystem proposing an additional stand-alone ecosystem.

This research is built upon a qual-quantitative analysis of an empirical case. The latter analysis is performed through a single case study methodology on the San Giovanni Hub of the Federico II University of Naples.

Evidences show how a technological hub orchestrates three main ecosystems for the knowledge exploitation: the technology transfer ecosystem, devoted to gather knowledge form universities' labs towards industries; the innovation ecosystem, able to manage the exploration and exploitation of new knowledge and techniques; the entrepreneurial ecosystem, that supports startup/spinoff creation process.

Limitations mainly concern the fact that it is centred on just one case study.

Practical implications imply new opportunities of collaboration involving different stakeholders as university administrators, researchers, businesses and policymakers, creating a supportive environment for innovation.

The research offers a new vision about the role of Universities as creators and enablers of ecosystems pursuing diverse value propositions. The Academic Innovation Ecosystem is a new conceptualization of this role played by a university, and it can convey innovation and entrepreneurial attitude within its ecosystem leveraging on the transfer of university knowledge and technology.

This paper aims to explore coopetition within the entrepreneurial ecosystem and answer the following two fundamental questions: How does coopetition affect the entrepreneurial learning and performance of startups? and What learning strategies should startups adopt to promote their growth in the coopetition activities?

Using the structural equation model and instrumental variable, this study used a sample of 371 startups to test the hypotheses. Data comes from startups in Jiangsu, Shanghai and Zhejiang, China.

This study finds that the coopetition-performance relationship of startups is marginally negative. This study also finds that exploitative learning and exploratory learning positively mediate this relationship. Ecosystem’s social capital can enhance the coopetition-exploration relationship, but the coopetition-exploitation relationship is not affected.

Many studies propose that the coopetition-performance relationship is ambiguous, which makes it meaningful to explore startups individually. Based on the resource-based view and the knowledge-based view, this study deepen the works of Bouncken and Fredrich (2016c), that is, how startups can learn and grow through coopetition activities. This study proposes that coopetition is one of the foundations of the ecosystem and explore the coopetition-performance relationship in this special context. Thus, the present paper adds to the budding literature on the effects of the entrepreneurial ecosystem and to the literature on coopetition.

Existing literature is limited in its ability to consider start-ups as a knowledge broker to trigger innovation in a supply chain ecosystem (SCE). In a traditional SCE, start-ups are relatively isolated, leading to structural holes that limit knowledge sharing among members. This paper aims to overcome that limitation and to build frameworks that help to illustrate the interaction between knowledge management and sharing, start-up innovation and an ecosystem from a supply chain perspective.

Following a qualitative approach, this study theorizes about the role of start-ups as knowledge brokers and the implications of knowledge management and sharing with members in an SCE concerning innovation. Conceptual analysis is used for examination, and this study uses a set of qualitative tactics to interpret and generate meaning from the existing literature.

This study develops two frameworks to provide insight into how start-ups can trigger innovation as knowledge brokers in an SCE. The first framework shows how start-ups, and their knowledge base, influence supply chain members and the overall ecosystem, highlighting the isolated function of start-ups and the issue of structural holes in a traditional SCE. The authors propose a model that illustrates how structural holes can be bridged within an SCE, thereby demonstrating how start-ups redefine the ecosystem architecture according to their knowledge broker position in the SCE.

By expanding insight into the concepts of how start-ups can trigger innovation as knowledge brokers in an SCE, this paper extends the so-far neglected area of start-ups and knowledge brokers. This study clarifies the conceptual and theoretical components and processes in an SCE and links the different roles of start-ups as knowledge brokers to the respective supply chain members to better understand the implications on the entire SCE.

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.

This paper explores the design dimensions that foster identity construction, legitimation, and growth of digitally mediated platform ecosystems.

A midrange theorizing approach was adopted to assimilate and induct the extant literature on ecosystems, platform business models and innovation, yielding testable propositions on ecosystem design for empirical testing.

The paper suggests that decentralized governance, partner engagement and shared context are three dimensions of criticality for designing a distinct platform ecosystem. These design dimensions nurture interactions, transactions, relationships between platform participants and external actors to make ecosystems authentic and legitimate. Decentralization is relevant for inducing flexibility and autonomy of participants on the platform. Engagement impacts the intensity of relationships the platform has with other firms in the ecosystem, while shared context is essential for creating knowledge and harnessing innovation on the platform.

The paper identifies a set of three testable propositions on ecosystem design for further empirical analysis by ecosystem researchers.

To achieve future readiness, organizations must become resilient to the market environment. With that intent, traditional businesses are revising their operating models to become more collaborative, integrative and efficient. Adoption of digital initiatives for redesigning towards platform ecosystems will make traditional models more relevant as markets evolve. But as a new organization form, platform ecosystem faces the challenge of legitimacy. Author suggests that managers use the organization design lever to meet the challenge.

Emergence of platform-based businesses and transformation of existing models to platform ecosystems are impacting today's competitive environment. During initial phases of evolution, ecosystems aim for identity and legitimacy. The authors contribute to organizational aspects of the platform ecosystem design literature by identifying decentralization of governance, engagement and shared context as dimensions of criticality for future-ready platforms. Secondly, these dimensions are associated with identity and legitimation of platform ecosystems. Decentralization is relevant for supply-side producers of goods and services on the platform, engagement has impact on both supply and demand-side participants of platforms, and shared context is essential for knowledge creation and harnessing innovation.