A common view of the relation between oughts and reasons is that you ought to do something if and only if that is what you have most reason to do. One challenge to this comes from what Jonathan Dancy calls 'enticing reasons.' Dancy argues that enticing reasons never contribute to oughts and that it is false that if the only reasons in play are enticing reasons then you ought to do what you have most reason to do. After explaining how enticing reasons supposedly work and why accepting them may appear attractive, I firstly show why we are not committed to accepting them into our conceptual framework and then argue that no reasons work in the way enticing reasons are claimed to. Thus we should reject the category of enticing reasons entirely.
Part 3: Digital Business EcosystemsInternational audienceIndividual businesses enthuse over participating in the 4 “We Economy” era [1] through a digital business ecosystem (DBE). DBE is seen as a gateway for an individual company to penetrate new markets where new products, services, and highly personalized experiences are delivered to their customers. Despite the benefits of DBE, collaboration uncertainty is the main challenge for a company wanting to participate in a wider ecosystem. This paper presents an open digital business ecosystem model that prepares companies prior to participating in the world of digital business and to secure multi-faceted benefits. This model demonstrates three key functionalities: (1) evaluating a company’s current digital and non-digital business capabilities driven by its vision, (2) capturing these capabilities in a value cloud register, and (3) integrating the business capabilities determined by innovative collaborations. A case study of a global non-profit organization is employed to demonstrate how a company connects its partners in an innovation ecosystem
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