Search results

This paper aims to present an interview with Professor Ron Adner, author of The Wide Lens.

The paper presents an interview with Professor Ron Adner, author of The Wide Lens to ask about his structured approach to uncovering the hidden sources of dependence in innovation ecosystems that undermine collaboration efforts. Adner describes how to use the tools he has developed to assess, map and analyse innovation ecosystems. Adner explains that when delivering value depends on the combined efforts of multiple innovation partners – both within and across firms – executing brilliantly does not prevent failure if the other partners stumble. Numerous case studies are reported and a new set of analysis tools is introduced.

Adner reveals that success in new product/service ecosystems requires innovation partners that are both able and willing to participate in a novel solution.

The paper notes that seeing innovation as ecosystem management produces many new insights about effective implementation.

The purpose of this paper is to examine how business ecosystems evolve, what is the identity of business ecosystem and is the ecosystem identity static or dynamics. To understand the above questions, this paper is conducted on stone carving clusters in India.

The author engaged the ethnographic approach in this study. To sample stone carving clusters of India, the author followed the snowball sampling method. Further, the author did collect the information by informal personal discussions, focus group discussions and participant observations. Furthermore, the thematic analysis and interpretative phenomenological analysis were applied to process the data. The validity and reliability of the method was ascertained by testing the credibility, dependability, confirmability and transferability.

The author found that the business ecosystem of stone carving was dynamic, and it was transformed from the buyer-driven ecosystem to the supplier-driven ecosystem. The identities of the early stage business ecosystem and the late stage ecosystem were analyzed through product, network and information flow. The author developed a structural framework to conceptualize the identity domain of the business ecosystem and the author named it as “nature-conduct-performance model.” Also, the author conceptualized the identity evolution, the influence of social system on business ecosystem identity, and identity-based conflicts and identity-based cooperation in the stone carving business ecosystem.

This study is making additional theoretical contribution in conceptualize the business ecosystem from the identity construct.

Everyone knows the party is over for the dotcoms. The morning after, some party guests have completely disappeared, others are regretting their behavior and promising to be sensible in the future. The guests that just had a few drinks are relieved to be still standing. So what did happen last night?

The purpose of this paper is to illustrate the dialectical interplay between centralisation and decentralisation forces so as to understand how schools leverage on its autonomous pedagogical space, influence the diffusion of innovations in the educational landscape of Singapore and how a centralised-decentralised system supports (or impedes) pedagogical reform for twenty-first century learning.

The paper first outlines the evolutionary stance of Singapore’s decentralisation from its past to present trajectories, thus providing a broader social-historical interpretation to its tight-loose-tight coupling of the education system; followed by situating the context of reform within the national narrative of Ministry of Education’s (MOE) twenty-first century competencies framework. The authors examine how school autonomy should be accompanied by systemic enabling mechanisms, through two case illustrations of whole-school reforms.

There are four carryover effects that the authors have observed: structural, socio-cultural, economic and epistemic. Middle managers from the two schools act as a pedagogical, socio-technological and financial broker outside the formal collaborative structures organised by the MOE. Such a “middle-out” approach, complemented by centralised mechanisms for “coeval sensing mechanism”, has resulted in boundary-spanning linkages and multiplier effects in terms of knowledge spillovers.

Socio-cultural context matters; and what constitutes as co-learning between policymakers and practitioners in Singapore may be construed as policing that stifles innovations in other contexts.

In addition to the conceptualisation of how school autonomy may lead to school-based innovations, the paper provided some preliminary empirical evidence of how the co-production of knowledge has been engendered within, across and beyond individual Singapore schools through the mechanism of innovation diffusion. The unit of analysis is innovation ecosystem.

This study explores how firms develop innovation ecosystems through forming alliances with suppliers and the effects on innovation, economics and consumer welfare.

This study develops two game theory models to compare supply chain structures with and without ecosystem alignment. (1) A single supplier provides components to two competing manufacturers (one innovative and one non-innovative). (2) An innovative manufacturer (focal firm) aligns with a supplier that also supplies components to a competing manufacturer.

An ecosystem construction strategy that alliances use to reconfigure coopetitive relationships and ecosystem alignment is identified. A manufacturer aligning with a supplier will strengthen the monopoly of the alignment, which is beneficial to both Allies but always harmful to the competitor. Interestingly, such an ecosystem construction strategy may be beneficial to future innovation, the industry and consumers.

The findings raise several topics that warrant further exploration. For example, scenarios with multiple suppliers were not considered. Furthermore, the implementation of regulatory measures to mitigate the harmful effects of alignment on innovation should be investigated.

This paper provides a guide for enterprises seeking alignment and to the corresponding measures required to stimulate innovation within ecosystems. What’s more, the aligned firm should not always attempt to win the race but should instead take measures to encourage the competitor to share demand information.

Firstly, most research on supply chain management has focused on its economic impacts. There is a lack of research on the influence of ecosystem alignment on the innovation incentives of firms. Furthermore, the literature still lacks evidence of how ecosystem construction strategies can increase consumer welfare. In the present study, the authors model a complex market structure that includes a competitor, which is becoming increasingly common in high-tech markets. Thirdly, this paper is one of the few that examines the impacts of market-structure changes on innovation incentives. Most importantly, this study extends the current literature by studying coopetition in the ecosystem context.