From peripheral to core: a case study of a 3D printing firm on business ecosystems reconstruction

Cui, Zhengyan; Ouyang, Taohua; Chen, Jing; Li, Chenxi

doi:10.1080/09537325.2019.1614554

Cited by 11 publications

(5 citation statements)

References 29 publications

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“…Recent literature has stressed the importance of orchestrating firm resources to promote innovation (Carnes et al, 2017;Lamont et al, 2018;Candi and Beltagui, 2019;Nemeh and Yami, 2019) by arguing that innovation 'from technological capabilities depends on alignment among activities in the organization' (Candi and Beltagui, 2019, p. 64). According to Carnes et al (2017, p. 472), resource orchestration provides a structured framework describing 'how firms orchestrate their resources to create innovation', and the resource orchestration framework has attracted considerable interest in innovation research (Wu et al, 2008;Wright et al, 2012;Carnes and Ireland, 2013;Li and Jia, 2018;Cui et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Andersén¹,

Ljungkvist²

2020

R & D Management

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The resource orchestration concept has attracted considerable interest in contemporary innovation research. However, resource orchestration is a manager-centric framework and not all of its components necessarily reflect the value-creation processes of organizations focusing on team-based innovation. Drawing on a single-case study of an innovative Swedish software company, we illustrate the roles of autonomous teams, customers, and top managers in orchestrating resources for team-based innovation. Moreover, we introduce the concept of resource flocculation to describe how key actors co-orchestrate various resource orchestration processes. The study contributes to research on resource orchestration by adapting the model to the conditions characterizing team-based innovation, and to research on team-based innovation by addressing how innovative teams are related to overall resource orchestration processes and, ultimately, organizational innovation outcomes. Resource orchestration for team-based innovation

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Section: Introductionmentioning

confidence: 99%

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Andersén¹,

Ljungkvist²

2020

R & D Management

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“…This requires providing stability, displaying compliance, and ensuring conformity (Autio, 2022;Lingens, Huber, et al, 2022). While orchestrators have traditionally been large, established firms, recent research shows that small firms, startups, and even marginal firms can assume the role of orchestrators (Cui et al, 2019;Lingens, Miehé, et al, 2021). Moreover, the number of orchestrators within an ecosystem can vary, leading to single, double, or multiple orchestration systems (Lingens, Huber, et al, 2022).…”

Section: Ecosystem Orchestratorsmentioning

confidence: 99%

“…This participation facilitates access to crucial resources and reaps the benefits of prospective economic advantages associated with resource efficiency (Blackburn et al, 2022;Kolagar et al, 2022). Ecosystem orchestrators, positioned as central entities in the ecosystem, are often perceived as resource abundant, possessing control over the most indispensable resources (Cui et al, 2019). Given the diversity of resources and entangled partner resources, it is crucial for orchestrators to dynamically and effectively reconfigure these resource bundles (Isckia et al, 2020).…”

Section: Ecosystem Resource Integrating Practicesmentioning

confidence: 99%

Ecosystem orchestration practices for industrial firms: A qualitative meta-analysis, framework development and research agenda

Shen,

Shi,

Parida

et al. 2024

Journal of Business Research

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“…Dedehayir et al (2016) similarly examined the genesis or pioneering stage of ecosystems and the roles that underpin their formation including leadership which sets the direction and vision; regulator developing governance; expert producing ideas and champion driving results. Rong et al (2020) look at strategic choices and manufacturing capabilities in the context of three-dimensional (3D) printing ecosystems and Cui et al (2019) identify how a 3D printing firm developed its business ecosystem, moving from a peripheral to a core position in its own digital ecosystem. Kwak et al (2018) look specifically at 3D-printing ecosystems and identify what they term a "complementary multiplatform" approach.…”

Section: Clusters and Ecosystemsmentioning

confidence: 99%

Covid-19 response of an additive manufacturing cluster in Australia

Boehme

Aitken

Turner

et al. 2021

SCM

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Purpose The sudden arrival of Covid-19 severely disrupted the supply chain of personal protective equipment (PPE) in Australia. This paper aims to examine the development of a geographical cluster, which, through the application of additive manufacturing (AM), responded to the PPE supply crisis. Design/methodology/approach This longitudinal case study focuses on an AM cluster, which was developed to supply PPE in a responsive and flexible manner from 2019/2020. The study gathered data over three stages of cluster evolution: pre, during and post-peak Covid-19. Findings The type and nature of exchanges between organizations involved in the cluster established important insights into success factors for cluster creation and development. Using an established complexity framework, this study identifies the characteristics of establishing a cluster. The importance of cluster alignment created initially by a common PPE supply goal led to an emerging commercial and relational imperative to address the longer-term configuration after the disruption. Practical implications Clusters can be a viable option for a technology-driven sector when there is a “buzz” that drives and rapidly diffuses knowledge to support cluster formation. This research identifies the structural, socio-political and emergent dimensions, which need to be considered by stakeholders when aiming at improving competitiveness using clusters. Originality/value Covid-19 has rapidly and unexpectedly disrupted the supply chain for many industries. Responding to challenges, businesses will investigate different pathways to improve the overall resilience including on-/near-shoring. The results provide insights into how clusters are formed, grow and develop and the differentiating factors that result in successful impacts of clusters on local economies.

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From peripheral to core: a case study of a 3D printing firm on business ecosystems reconstruction

Cited by 11 publications

References 29 publications

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Resource orchestration for team‐based innovation: a case study of the interplay between teams, customers, and top management

Ecosystem orchestration practices for industrial firms: A qualitative meta-analysis, framework development and research agenda

Covid-19 response of an additive manufacturing cluster in Australia

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