Business ecosystem analysis framework

Nuseibah, Ala; Wolff, Carsten

doi:10.1109/idaacs.2015.7341356

Cited by 5 publications

(4 citation statements)

References 4 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…20 They play a crucial role in consolidating the industry by providing a dominant design for the ecosystem, comprehensively supporting the business model's value proposition, facilitating collaboration among actors, and fostering collective innovation. 22 The functions of members within an ecosystem have been inadequately explored in scientific research thus far. Although members of an ecosystem generally aim to promote the overall success of the ecosystem, their self-interest takes precedence.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…19 Self-interested actors: In essence, actors can be classified into one of three groups: orchestrators, members, and other organizations. Orchestrators 25 , also known as architects 18 cornerstones 22 , hubs 23 , or sponsors 20 are organizations that possess the capability to both support and derive benefits from the success of an ecosystem through a combination of resources, leadership, and control. 20 They play a crucial role in consolidating the industry by providing a dominant design for the ecosystem, comprehensively supporting the business model’s value proposition, facilitating collaboration among actors, and fostering collective innovation.…”

Section: Introductionmentioning

confidence: 99%

“…In contrast, a closed network emphasizes individual actor value creation within the same product family, requiring market power and substantial investments. 22 Specific to healthcare, prior work 29 highlights the key role of platform ecosystems. A platform ecosystem is described as a ‘Hub-and-Spoke’ model, comprising a sponsor with a platform (’Hub’) and providers of complements (’Spoke’), which enhance the value of the platform for consumers.…”

Section: Introductionmentioning

confidence: 99%

“…In contrast, a closed network emphasizes individual actor value creation within the same product family, requiring market power and substantial investments. 22…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Collaboration and Innovation Patterns in Diabetes Ecosystems

Giger,

Pfitzer,

Mekniran

et al. 2024

Preprint

View full text Add to dashboard Cite

Background: The global prevalence of diabetes is increasing and has stimulated new tech-nological advancements in disease management. Although there are many digital health companies with a focus on diabetes, building them up at scale is difficult due to a hetero-geneous, inefficient, and fragmented healthcare system. While ecosystems, or collaborative value creation, could help address system fragmentation; the current diabetes ecosystem remains not fully understood. Therefore, this paper analyzes the digital transformation of the diabetes ecosystem and deducts innovation patterns. We address the following research questions: (1) What are emerging organizations in the current diabetes ecosystem? (2) What are the value streams in the current diabetes ecosystem? (3) Which innovation patterns are present in the ecosystem? Methods: We conduct a literature review and a market analysis to describe the organiza-tions and value streams in the diabetes ecosystem, both before and after the digital trans-formation. We visualize the diabetes ecosystem using the e3-value methodology (RQ1 and RQ2). Next, expert interviews are conducted to validate the resulting diabetes ecosystem and deduce innovation patterns (RQ3). Results: First, we show that the digital transformation gives rise to emerging organizations across eight segments: real-world evidence analytics, healthcare management platforms, clinical decision support, diagnostic and monitoring, digital therapeutics, wellness, online community, online pharmacy (RQ1). Secondly, we visualize the value streams between emerging organizations in the current diabetes ecosystem, highlighting the key role of pa-tient data as currency (RQ2). Ultimately, we derive four innovation patterns in the current diabetes ecosystem (RQ3); namely open ecosystem strategy, outcome-based payments, plat-formization (connecting stakeholders), and user-centric software. Conclusions: We demonstrate how traditional value chains in the diabetes ecosystem tran-sition to platforms and outcome-based payment models, guiding strategic decisions for companies and healthcare providers. These innovation patterns may apply to similar eco-systems in other disease areas, aiding organizations in forecasting future dynamics.

show abstract

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…In contrast, a closed network emphasizes individual actor value creation within the same product family, requiring market power and substantial investments. 22…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations