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"Business ecosystems"
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Sustaining Superior Performance in Business Ecosystems: Evidence from Application Software Developers in the iOS and Android Smartphone Ecosystems
We study the phenomenon of business ecosystems in which platform firms orchestrate the functioning of ecosystems by providing platforms and setting the rules for participation by complementor firms. We develop a theoretical framework to explain how the structural and evolutionary features of the ecosystem may shape the extent to which participating complementor firms can sustain their superior performance. The structural feature, which we refer to as ecosystem complexity, is a function of the number of unique components or subsystems that interact with the complementor’s product. We incorporate the evolutionary features by considering the role of generational transitions initiated by platform firms over time as well as the role of complementors’ ecosystem-specific experience. Evidence from Apple’s iOS and Google’s Android smartphone ecosystems supports our arguments that higher ecosystem complexity helps app developers sustain their superior performance, and that this effect is stronger for more experienced firms. In contrast, platform transitions initiated by Apple and Google make it more difficult for app developers to sustain their performance superiority, and that this effect is exacerbated by the extent of ecosystem complexity. The study offers a novel account of how the performance of complementor firms in platform-based business ecosystems may be shaped by their ecosystem-level interdependencies.
Journal Article
The deepest map : the high-stakes race to chart the world's oceans
\"The dramatic and action-packed story of the last mysterious place on earth--the world's seafloor--and the deep-sea divers, ocean mappers, marine biologists, entrepreneurs, and adventurers involved in the historic push to chart it, as well as the opportunities, challenges, and perils this exploration holds now and for the future\"-- Provided by publisher.
Book
The structure of an innovation ecosystem: foundations for future research
PurposeThe concept of an innovation ecosystem, based on the idea of business ecosystem, has increasingly grown in the literature on strategy, innovation, and entrepreneurship. However, not all innovation ecosystems have the same architectural models or internal collaboration, and existing research rarely deconstructs an ecosystem of innovation and examines its structure. The objective of this article is to systematize the discussion about the structure of an innovation ecosystem and offer a foundation for future research.Design/methodology/approachUsing the Web of Science database as the source for the articles, this paper presents a systematic review of the literature on the structure of the innovation ecosystems. The period of analysis spanned from January 1993 to August 2019. Two methods, bibliometric analysis and content analysis, were used to structure the systematic review.FindingsThe results of the content analysis showed that the main classifications related to the structure of an innovation ecosystem are the ecosystem life cycle (birth, expansion, leadership, and self-renewal), the classification according to the ecosystem level (macroscopic, medium, and microscopic), and the layered structure (core–periphery structure, triple-layer structure, triple-layer core–periphery structure, and framework 6C). The results also showed that studies in the field are concentrated around a small group of authors, and few studies have discussed the structure of an ecosystem.Research limitations/implicationsThis study includes only peer-reviewed articles from the Web of Science database.Originality/valueThis article contributes to innovation ecosystem theory by exploring the characteristics that influence ecosystem structure. In addition to the theoretical contribution, the triple-layer core–periphery framework and the 6C framework set a benchmark for future research on innovation ecosystems.
Journal Article
Kings of their own ocean : tuna, obsession, and the future of our seas
\"In 2004, an enigmatic charter captain named Al Anderson caught and tagged one Atlantic bluefin tuna off New England's coast. Fourteen years later that same fish -- dubbed Amelia for her ocean-spanning journeys -- was caught again, this time in a Mediterranean fish trap. Over his fishing career, Al marked more than sixty thousand fish with plastic tags, an obsession that made him nearly as many enemies as it did friends. His quest landed him in the crossfire of an ongoing fight between a booming bluefin tuna industry and desperate conservation efforts, a conflict that is once again heating up as overfishing and climate change threaten the fish's fate. Kings of Their Own Ocean is an urgent investigation that combines science, business, crime, and environmental justice. Through Karen Pinchin's exclusive interviews and access, interdisciplinary approach, and mesmerizing storytelling, readers join her on boats and docks as she visits tuna hot spots and scientists from Portugal to Japan, New Jersey to Nova Scotia, and glimpse, as Pinchin does, rays of dazzling hope for the future of our oceans.\" -- Page 2 of cover.
Book
Business ecosystems as a way to activate lock-in in business models: a theoretical integration
As technology-enabled innovations have become ever more common, successful firms have struggled to stay ahead of their imitators. One way for an innovating firm to defend itself from imitators is to activate lock-in mechanisms. These mechanisms discourage actors in the innovating firm’s business model from migrating to imitators. Current business model theory explains how to establish lock-in through loyalty, sunk costs, direct network effects, indirect network effects, and data network effects. This paper extends the current understanding of lock-in by integrating business ecosystem theory with business model theory. The objective is to outline how firms can strategically configure their business ecosystems to activate lock-in mechanisms that discourage actors (e.g., customers, suppliers, and partners) from migrating to competitors. When an innovating firm’s business model is deliberately configured to activate lock-in by establishing a business ecosystem, it can withstand imitation. Real-life examples are provided to illustrate this mechanism in action. The paper also provides managerial recommendations for how to activate lock-in by establishing a business ecosystem. Finally, it highlights topics that deserve further research.
Journal Article
Antecedents of co-development and its effect on innovation performance
PurposeIn 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/approachThe theoretical hypotheses are confirmed by partial least squares analysis of survey responses collected from information and communication technology (ICT) and hotel industries in Taiwan.FindingsIn 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/valueThis 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.
Journal Article
How do keystones govern their business ecosystems through resource orchestration?
PurposeSharing resources with stakeholders is the key for keystones to govern business ecosystems successfully. However, existing research has not paid further attention to how keystones share resources under the condition of resource sufficiency and how keystones balance resource sharing with complementors when they lack resources. Therefore, this paper aims to explore how keystones govern their business ecosystems under the conditions of resource sufficiency and resource insufficiency.Design/methodology/approachThis paper adopts the single case study method. First, by adopting Gioia coding to analyze the relevant data of the case sample, this paper obtains the key concepts of the business ecosystem governance process. Then, it establishes the relationship between the concepts by analyzing the governance process of the case sample.FindingsUnder the condition of resource sufficiency, keystones under the condition of resource sufficiency, should make full use of resources to incubate more complementors, and further integrate the resources of the business ecosystem, to create more value for their business ecosystems. Under the condition of resource insufficiency, keystones should break the boundaries of business ecosystems and acquire external resources, to meet the resource needs of complementors. Subsequently, keystones should redeploy idle resources according to the actual needs of complementors, to meet the changing resource needs of complementors.Originality/valueThis study subdivides business ecosystem governance conditions and further constructs the business ecosystem governance process model, which provides a theoretical and practical reference for business ecosystem governance.
Journal Article
Symbiotic Relationships in Business Ecosystem: A Systematic Literature Review
The business ecosystem shares many unique features with the biological ecosystem due to its origins. Similar to the biological ecosystem, the business ecosystem also emphasizes symbiotic relationships among symbionts (i.e., participants of a business ecosystem). In this study, we have broadened and deepened our knowledge of symbiosis in a business ecosystem, focusing on how each relationship develops and evolves through the interaction between keystone species and symbionts. We have introduced the typology of symbiotic relationships and highlighted the significant role of keystone species in business ecosystems. We defined three symbiosis types based on the analysis results: mutualism, commensalism, and parasitism. The findings indicated that each relationship continuously transitions into different symbiotic relationships as the relationship between the participants changes. The results also showed that a keystone species, a leader of a business ecosystem, can contribute to the success of a business ecosystem by strategically managing their relationship with symbionts.
Journal Article
Identifying the role of business accelerators in the developing business ecosystem: the life science sector
PurposeBusiness 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/approachThe 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.FindingsThe 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/valueThe 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.
Journal Article