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Purpose – This paper uses the multidimensional definition of value – ecosystemic value – and employs lifecycle theory to identify the different stages of evolution of value-creation and -capture processes in an ecosystem. Specifically, the aim of this paper is to show the uneasy transition from supply chains to ecosystems. Design/methodology/approach – Based on a field study of a Canadian ICT ecosystem, this paper adopts a multilevel perspective on value-creation and value-capture processes and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. Findings – The findings pinpoint the uneasy transition from supply-chains management to ecosystems management and provide a framework for understanding how value creation and value capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems. Practical implications – Five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems. Originality/value – Many marketing and management scholars discuss the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and captured. This multi-actors case study highlights how ecosystemic value creation may be obstructed by a firm's focus on value capture.

Purpose – The purpose of this paper is to combine service-dominant logic premises with ecosystem characteristics in the base of the pyramid (BoP) environment, aiming to establish the foundations of a new service ecosystem framework for BoP contexts. Design/methodology/approach – This conceptual paper is developed by connecting service logic with an ecosystem perspective, developing theoretical propositions for sustainable service ecosystems at the BoP, and identifying future research direction using this new framework. Findings – The paper first highlights main challenges faced in the BoP environment. It then constructs an ecosystem framework for BoP contexts composed by four theoretical propositions: first, need to shift from a top-down to a multi-actor BoP approach; second, need of social embeddedness for successful BoP initiatives; third, service co-creation for and with local communities with actors playing multiple social roles; and fourth, multi-actor and multi-dimensional value creation. Future research directions are identified related to these propositions. Research limitations/implications – Theoretical propositions integrating the service ecosystem framework need further exploration and confirmation with additional empirical studies. Practical implications – Proposed framework and propositions provide useful insights for practitioners from different types of organizations aiming to participate in BoP markets. Social implications – Understanding the need to integrate a service ecosystem perspective in BoP contexts is fundamental to better address the needs of all actors involved. Originality/value – The conceptual framework proposed offers a comprehensive, multi-dimensional, and multi-actor perspective on how to understand, and better address services in BoP contexts. Future research avenues identified offer a more inclusive agenda for increasing service knowledge at the BoP.

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