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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: 17 September 2024

Annika Steiber and Don Alvarez

There is a knowledge gap regarding the determinants of open innovation processes and outcomes in a joint value creation context, as well as what role artificial intelligence (AI…

Abstract

Purpose

There is a knowledge gap regarding the determinants of open innovation processes and outcomes in a joint value creation context, as well as what role artificial intelligence (AI) and data management play in facilitating open innovation processes. One strategy to better understand joint value creation through open innovation, supported by AI and data management, is to conduct studies on the digital business ecosystem (DBE). The purpose of this paper is to improve our current knowledge of this urgent issue in contemporary management through the lens of an ecosystem-based theory by conducting an empirical study on two DBEs (called ecosystem micro-communities (EMCs)), developed by Haier, as well as multiple literature reviews on the key concepts “Haier EMC” and “digital business ecosystem”.

Design/methodology/approach

By building on multiple literature reviews and empirical data from a multi-year and ongoing research program driven by Haier, this study examines Haier’s EMC model for AI-driven DBEs. Secondary data were collected through iterative literature reviews on DBEs, the EMC concept and the two selected EMC cases. The empirical data were collected through a qualitative study of two Haier EMCs in China.

Findings

Haier's ecosystem micro-community concept represents a radical shift towards a more flexible, responsive and innovative cross-industry organizational structure, offering valuable lessons for business leaders and scholars. Haier’s ecosystem micro-community model, part of their RenDanHeYi philosophy and here viewed as a DBE, is a pioneering management concept that not only redefines the management of the firm and the traditional corporate structure, but also the traditional view on innovation management, business strategy, human resource management and marketing (customer centricity). The concept has therefore an important and big impact on traditional management. For scholars, the gap in understanding innovation processes in open business ecosystems is addressed by the concept. However, the concept also opens new areas for academic research, particularly in innovation management, business strategy, human resource management and marketing. The concepts further encourage more interdisciplinary research.

Research limitations/implications

The DBE is a relatively new research area that will need more research. While the EMC model is promising as an effective version of a DBE, its effectiveness across different industries and organizational cultures needs to be explored further. Future research should investigate its applicability and impact in diverse business environments. To understand the EMC’s long-term impact, longitudinal studies are needed. These should focus on the sustained competitive advantages, potential market disruptions and the evolution of customer value propositions over time. Finally, considering increasing concerns about data privacy and security, future research should also explore how DBEs solve the issue of data protection and IP while promoting open innovation and value sharing.

Practical implications

For managers and practitioners, the EMC concept could inspire leaders to learn how to foster innovation by creating smaller, autonomous teams that can respond quickly to market changes in the form of a DBE. The concepts exemplify how value creation and capture could be enhanced for any company and even could be a new strategy in the company’s digital transformation and repositioning into a more competitive, high-end player on the market. The concept also emphasizes employee empowerment and ownership, which can lead to higher job satisfaction and retention rates. The concept can further improve companies’ adaptability and resilience by decentralizing decision-making. Finally, the micro-communities allow businesses to be more customer-centric, developing products and services that better meet specific customer needs.

Social implications

The social implications could be positive, as complex social problems commonly need an ecosystem approach to develop and deliver impactful solutions. In addition, Haier’s ecosystem micro-community model seems inherently scalable and culturally adaptable.

Originality/value

Haier’s EMC model is well-known in the research literature and is a novel approach to DBEs, which has been proven successful and replicable in different countries and industries. Providing insights from multiple literature reviews and two unique Haier EMC cases will contribute to a better understanding of highly effective data- and AI-driven business ecosystems, as well as of determinants of open innovation processes and outcomes in a joint value creation context, as well as what role AI and data management play in facilitating open innovation processes.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 20 August 2024

Xinbo Sun and Magaji Abdullahi Usman

Building on the theory of resource-based view (RBV), this paper is determined to explore the key drivers that drive platform ecosystem adoption by small businesses and mediation…

Abstract

Purpose

Building on the theory of resource-based view (RBV), this paper is determined to explore the key drivers that drive platform ecosystem adoption by small businesses and mediation mechanisms that facilitate the translation of these drivers into improved firm financial and nonfinancial performance.

Design/methodology/approach

In this study, structural equation modeling is used to analyze the data. A survey questionnaire was taken from 430 small businesses operating their businesses on various digital platform ecosystems in China to investigate the links between parameters by testing hypotheses. Digital startups operating their businesses on popular Chinese platform ecosystems, including Alibaba, Taobao, Jingdong, Maituan and HelloChe, were chosen.

Findings

The finding deciphers a nuanced interplay of the adoption drivers, with innovation capability emerging as a mediation mechanism translating these drivers into improved financial and non-financial performance.

Research limitations/implications

The acknowledgment of potential drawbacks, such as the focus on specific drivers of platform ecosystem adoption, highlights the need for future research to explore additional factors that may influence adoption decisions. By examining institutional factors, market conditions or external shocks like the COVID-19 pandemic, researchers can provide a more comprehensive understanding of the complexities surrounding platform ecosystem dynamics and offer insights into adaptive strategies for businesses facing uncertainty.

Practical implications

The outcome benefits policymakers and ecosystem designers by creating and overseeing platform ecosystems that support the highlighted drivers. This study further serves as a roadmap for both platform owners and prospective small enterprises as they map their path toward the digital frontier.

Social implications

The findings from the research indicate that small enterprises that embrace platform ecosystems can experience improved financial and non-financial performance, which in turn promotes economic development and the generation of jobs. By utilizing innovative strategies and maximizing their strategic advantages, these enterprises can not only prosper but also make significant contributions to community development and help alleviate joblessness. This highlights the significance of assisting with the incorporation of digital technology in small businesses to achieve wider societal advantages.

Originality/value

Research originality lies in bridging the gap between strategic inputs and measurable outcomes, stressing the vital function of a firm’s innovation in turning ecosystem-driven opportunities into enhanced performance. This means the pivotal role of this study lies in exploring platform ecosystem adoption drivers based on the theory of RBV and the way innovation capability of platform ecosystems facilitates the translation of these drivers into improved financial and nonfinancial performance.

Details

Business Process Management Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

Keywords

Book part
Publication date: 16 September 2017

Elizabeth J. Altman and Michael L. Tushman

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with…

Abstract

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

Open Access
Article
Publication date: 16 April 2024

Michael Rachinger and Julian M. Müller

Business Model Innovation is increasingly created by an ecosystem of related companies. This paper aims to investigate the transition of a manufacturing ecosystem toward electric…

Abstract

Purpose

Business Model Innovation is increasingly created by an ecosystem of related companies. This paper aims to investigate the transition of a manufacturing ecosystem toward electric vehicles from a business model perspective.

Design/methodology/approach

The authors investigate an automotive manufacturing ecosystem that is in transition toward electric and electrified vehicles, conducting semi-structured interviews with 46 informants from 27 ecosystem members.

Findings

The results reveal that the actions of several ecosystem members are driven by regulations relating to emissions. Novel requirements regarding components and complementary offers necessitate the entry of actors from other industries and the formation of new ecosystem members. While the newly emerged ecosystem has roots in an established ecosystem, it relies on new value offers. Further, the findings highlight the importance of ecosystem governance, while the necessary degree of change in the members' business models depends on their roles and positions in the ecosystem. Therefore, upstream suppliers of components must perform business model adaptation, whereas downstream providers must perform more complex business model innovation.

Originality/value

The paper is among the first to investigate an entire manufacturing ecosystem and analyze its transition toward electric vehicles and the implications for business model innovation.

Details

Journal of Manufacturing Technology Management, vol. 35 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 22 April 2024

Suping Zhang, Baoliang Hu and Minfei Zhou

This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

Abstract

Purpose

This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

Design/methodology/approach

This study examines the impact of internal and external TMT social capital on enterprises’ business model innovation, explores the relationship between internal and external TMT social capital, and investigates how business ecosystem health moderates the relationship between external TMT social capital and enterprises’ business model innovation. These hypotheses are proposed and tested using a hierarchical regression analysis with data from 168 Chinese firms.

Findings

First, both internal and external TMT social capital exert a significantly positive influence on an enterprise’s business model innovation. Second, internal TMT social capital positively contributes to the development of external TMT social capital, affecting business model innovation. Finally, the moderating effect of business ecosystem health on the relationship between external TMT social capital and business model innovation depends on the dimensions. Specifically, the productivity of the business ecosystem negatively moderates this relationship, whereas the niche creation capability of the business ecosystem has a positive moderating effect.

Originality/value

These findings enrich prior research on business model innovation within the business ecosystem, thoroughly exploring the critical role of TMT social capital. This study reveals the diverse impacts of internal and external TMT social capital on business model innovation and the intricate relationship between these elements. Furthermore, it emphasizes that the success of enterprise’s business model innovation within a business ecosystem depends on the alignment and adaptation to dynamic ecosystem conditions. By presenting these insights, this study provides valuable practical implications for enterprises aiming to cultivate social capital within business ecosystem to facilitate business model innovation.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 14 December 2022

Vanessa Felch and Eric Sucky

Despite the constantly increasing number of publications in the field of business ecosystems, there are indications that a precise definition that appropriately captures the…

Abstract

Purpose

Despite the constantly increasing number of publications in the field of business ecosystems, there are indications that a precise definition that appropriately captures the business ecosystem mindset is not yet available. Therefore, the purpose of this paper is to provide a consensus definition of business ecosystems.

Design/methodology/approach

Using structured content analysis, this paper examines a total of 43 definitions in terms of their core components.

Findings

The results indicate that the existing definitions focus only on single components, e.g. “network of actors,” thereby omitting other essential components, such as “cocreated value proposition” or “shared fate.” Consequently, it seems appropriate to develop a consensus definition that combines the perspectives of the academic and practitioner communities.

Originality/value

The proposed definition is more comprehensive than the prevailing definitions and represents a synthesis of previous considerations on business ecosystems. Such a definition will support researchers in developing a sound business ecosystem theory that will guide practitioners in the efficient design and management of business ecosystems in the long term.

Details

Journal of Modelling in Management, vol. 18 no. 6
Type: Research Article
ISSN: 1746-5664

Keywords

Open Access
Article
Publication date: 20 January 2023

Imoh Antai and Nonyelum Lina Eze

In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem

2234

Abstract

Purpose

In the African context, the threat of the disruption of traditional business value-creation processes, currently facilitated by the growing information technology (IT) ecosystem, came with the coronavirus disease 2019 (COVID-19) pandemic. Thus, this paper aims to investigate the impacts of the COVID-19 pandemic on interfirm relationships within the context of the digital ecosystem in Africa.

Design/methodology/approach

This study employs an explanatory–exploratory qualitative approach from an interpretivist stance to investigate the impacts of the COVID-19 pandemic on interfirm relationships. The authors conducted seven in-depth interviews with top management executives in a Nigerian technology company, together with the company's archival data that provided the pre, during and post pandemic (2018–2021) business-to-business (B2B) relationship structures, to determine how these relationships have been affected.

Findings

The results suggest that the pandemic had a minimal effect on partnership relationships in the B2B ecosystems of the case company but affected only non-partnership relationships.

Research limitations/implications

The authors' qualitative study is interpretive and the sample size is limited. Hence, there is a need for caution in generalizing the findings. The framework can be further validated across a wider population.

Practical implications

Partnerships can help organizations weather business crises. Consequently, organizations should maintain a healthy number of partnership relations to deal with periods in which challenges emerge in the business landscape. In other words, with tight contracts and a strategic focus on goals and objectives, partnership relations can help organizations weather business crises.

Originality/value

This study builds upon the burgeoning body of literature on digital ecosystems within the African context, which is a relevant contextual contribution.

Details

Information Technology & People, vol. 36 no. 8
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 23 July 2020

Ignat Kulkov, Magnus Hellström and Kim Wikström

Business accelerators have recently received increasing attention as important cogs in business ecosystem development. However, their exact role in the ecosystem is not yet well…

1137

Abstract

Purpose

Business accelerators have recently received increasing attention as important cogs in business ecosystem development. However, their exact role in the ecosystem is not yet well known, especially outside the IT sector. The purpose of this study is, therefore, twofold: to determine the position of life science accelerators in the business ecosystem and the attributes of support for companies and to identify key features of the life science accelerators that contribute to the change in business ecosystems.

Design/methodology/approach

The authors offer an exploratory case study of five life science business accelerators and analyze the main factors affecting the companies and the whole business ecosystem. The authors build upon the scarce literature on business accelerators and consider a new type of accelerator that specializes in life science projects and study its role in the transformation and evolution of the life science industry.

Findings

The authors have defined the role and key parameters of life science accelerators that influence the existing business ecosystems: (1) cooperation with other regions and countries, (2) development of entrepreneurial skills among participants of the business accelerators program and (3) a project on demand-based approach.

Originality/value

The key parameters of the life science accelerators allow to concentrate these efforts on the activities that are most demanded by the market. Business accelerators can increase the created value for other program participants.

Details

European Journal of Innovation Management, vol. 24 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 2 November 2018

Hung-Tai Tsou, Ja-Shen Chen and Ya-Wen (Diana) Yu

In the contemporary business environment, companies must constantly consider methods to enhance their competitive advantage and create value for their customers. The purpose of…

1620

Abstract

Purpose

In the contemporary business environment, companies must constantly consider methods to enhance their competitive advantage and create value for their customers. The purpose of this paper is to develop a research model based on a business ecosystem view. Within a business ecosystem, the authors identified the key factors of co-development and the manner in which these factors affect a company’s innovation performance.

Design/methodology/approach

The theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from information and communication technology (ICT) and hotel industries in Taiwan.

Findings

In both industries, the results suggest that a firm’s co-development within its own ecosystem has positive effects on innovation performance. For companies in the ICT industry, collaborative networks and partner selection have significant impacts on the firms’ co-development, but their information technology (IT) capability does not; in contrast, in the hotel industry, partner selection and IT capability have significant impacts on firm co-development, but their collaborative network does not.

Originality/value

This study contributes to the literature of business ecosystem and co-development by offering a co-development model. As both conceptual and empirical research on this topic is still underdeveloped, this study provides fresh insights into collaboration management and offers significant theoretical and managerial implications from a business ecosystem perspective.

Details

Management Decision, vol. 57 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

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