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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.

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 investigates the practical implementation of the ecosystem approach in different branches of public management within an urban context. It explores how ecosystem thinking is introduced, disseminated and applied in a local government organization.

We utilize a qualitative case study methodology, relying on official documents and expert interviews. Our study focuses on the city of Espoo, Finland, which has actively embraced ecosystem thinking as a fundamental framework for its organizational development for almost a decade.

The case of Espoo highlights elements that have not been commonly attributed to the ecosystem approach in the public sector. These elements include (1) the significance of complementary services, (2) the existence of both collaborative and competitive relationships among actors in public service ecosystems and (3) the utilization of digital platforms for resource orchestration. Our study also emphasizes the need for an incremental adoption of ecosystem thinking in organizational contexts to enable its successful implementation.

The study provides valuable insights into the introduction and dissemination of ecosystem thinking in public management. It also further develops previously developed hypotheses regarding public service ecosystems.

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.

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.

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.

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.

The ecosystem concept has attracted attention in information system research to explain business competition, innovation and many other emerging phenomena. Existing studies focus more on a single ecosystem type or a single ecosystem goal and pay little attention to the ecosystem’s evolution. The objective of the study is to investigate the factors that impact the evolution of the information ecosystem (IE) to gain a better understanding of strategic thinking.

The IE involves many actors, so the multi-case study approach is conducted with purposeful sampling to recruit all the significant ecosystem actors. The collected qualitative data are analyzed by coding data, exploring data relationships and structuring pattern steps; institutional theory is used as a theoretical framework.

The results demonstrate that industry practices, laws and regulations, new actors and the mimetic pressure of outsourcers drive the growth of the ecosystem. Strategy intention, cost pressure and normative pressure all contribute to the IE’s evolution.

The concept of ecosystems has attracted attention in information system research. The study investigates the factors contributing to the evolution of the IE from an institutional theory perspective. Our suggestion is that new players can find a niche in offering information technology (IT)/ information services (IS)-related solutions to survive in the ecosystem; however, they need to pay attention to the normative pressure.

This study aims to explore the drivers (i.e. service innovation, service exchange, customer wellbeing and employee wellbeing) and organizational culture in the service ecosystem in the hospitality sector.

This study adopted a quantitative approach by collecting data from employees and customers of the top 10 hotels (identified from three major websites, i.e. Goibibo, Trivago and MakeMyTrip) functional in Jammu city, North India. Exploratory factor analysis, confirmatory factor analysis and partial least square analysis are used to analyse the data.

The study findings reveal that among the four drivers (i.e., service innovation, service exchange, employee wellbeing and customer wellbeing) customer wellbeing shows a strong impact and significant impact on the service ecosystem. Following this, the study also exhibits that organizational culture significantly moderates the relationship between service innovation and the service ecosystem. However, it does not show any moderating influence among the other drivers of the service ecosystem.

This study is conducted only in the top 10 hotels (three and four stars) of Jammu city, North India, which might not represent all Indian hotels.

The study contributes by establishing the role of four service ecosystem drivers, namely service innovation, service exchange, employee wellbeing and customer wellbeing. Following this, the study empirically tested and validated the service ecosystem framework in the context of north Indian hotels. The study also establishes the significant role of organizational culture, particularly group culture and hierarchy culture, in strengthening the service ecosystem.

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

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.

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.

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.

The purpose of this paper is to model a process for moving toward sustainable ecosystem service decisions in a Coastal Biodiversity and discuss the directions of the process for decision-makers to apply in ocean ecosystem services.

After the development of theoretical approaches to understand their prospects for the future development of ecosystem services, the authors worked on a process for developing factors for sustainable decision-making. It uses the Delphi method to develop all the factors supported by six dimensions in two specific moments: deductive-inductive and inductive-deductive.

This process of modeling the factors expands the possibility of adaptive governance to make prior and subsequent decisions using factors related to dimensions, stakeholders and benefits, risks, opportunities and costs.

Considering the limitations, future studies could use another database to widen the view in terms of the studies, factors, dimensions and other additional information to maintain the evolution of this process in ocean ecosystem services decision-making. Another limitation arose in the number of projects and experts defining the factors. This may prevent the opportunity to have more impact in terms of future decisions if more sources are used in the market. In addition, time and the access to experts during this modeling process demonstrate a limitation, as does the time for feedback.

This set of factors developed for adaptive governance decision-making can be applied to develop a prior alignment of stakeholder interests with sustainable practices.

This set of factors developed with the intervention of experts reinforces the importance of sustainable collective decisions on ocean ecosystem services. This is a joint approach with participants in the NextOcean project, sponsored by the European Commissions (EC)’s Horizon 2020 program. An Earth Observation-based Consortia aims to create sustainable value for Space, Land and Oceans.

This modeling process generated dimensions and factors to support adaptive governance stakeholders in making sustainable decisions in a coastal biodiversity zone.

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.