Navigating the Challenges of Ecosystem Emergence

Stonig, Joachim; Müller-Stewens, Günter

doi:10.5771/0042-059x-2019-4-288

Cited by 10 publications

(8 citation statements)

References 25 publications

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“…Ansari et al (2016), for instance, highlighted how disruptors need to cooperate with incumbents that may otherwise resist their innovations. It is, therefore, highlighted that actors form alliance portfolios with other ecosystem actors to balance coopetitive tensions (Kauppila, 2010) and co-create value (Ozcan & Eisenhardt, 2009;Stonig & Müller-Stewens, 2019).…”

Section: Partnerships In Innovation Ecosystemsmentioning

confidence: 99%

Ecosystems in Places & Partnerships as Herding Spaces

Dzhengiz

Patala

2021

Proceedings

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There has been a growing interest in explaining the role of place in different organisational settings. Yet, there is a lack of understanding of how a place can shape interorganisational relations in partnerships and ecosystems. In this paper, we conceptually develop dynamic and recursive relationships between innovation ecosystems, cross-sector partnerships as herding spaces, and places that include the natural and regional environments.We demonstrate these dynamic relationships in the illustrative case of an emerging circular textile ecosystem in Southwest Finland, which was developed and nurtured by a cross-sector partnership. Drawing on our literature review and showcasing this illustrative case, we introduce a conceptual model and discuss how place can play an enabling or disabling role in the development of sustainable innovation ecosystems, and that the recursive relationships can be best understood with the creation of vicious and virtuous cycles. We emphasise the role of path dependence in the relationship between ecosystems and the places they are embedded, and in doing so we bridge the gap between innovation ecosystems and natural and regional environments. We position nature and regions as platial scales and highlight the crucial role of cross-sector partnerships as herding spaces to develop and nurture the sustainable innovation ecosystems that help the regeneration of places.

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Section: Partnerships In Innovation Ecosystemsmentioning

confidence: 99%

Ecosystems in Places & Partnerships as Herding Spaces

Dzhengiz

Patala

2021

Proceedings

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“…The leader organizes, synthesizes, and integrates the resources of all participants in the ecosystem; he is responsible for the so-called resource orchestration (Nambisan, 2019). The integrated offering of a platform ecosystem is also more valuable to the customer than the sum of its parts (Adner, 2017;Stonig and Müller-Stewens, 2019;Jacobides, Cennamo, and Gawer, 2018). Leader of the integrated platform seeking to maintain the platform's high competitive position can interact with the resources of other platform participants, also from a sustainability perspective, supported by digital innovation.…”

Section: Digital Platforms and Sustainable Developmentmentioning

confidence: 99%

Transport Platforms in the EU towards Sustainable Development

Poniatowska-Jaksch¹,

Nowicka²

2021

ERSJ

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Purpose:The article aims to create a typology of transport platforms according to Gawer`s concept in the EU, their assessment through the prism of the concept of sustainable development and regulatory challenges. Design/Methodology/Approach: It is a conceptual paper based on the desk research method. The first step of the research was a literature review and critical analysis of the reports of research agencies devoted to transportation platforms phenomena. Next, building on established platform types' model from Evans and Gawer, the verification of different transport platforms available on the EU market was conducted. Data were collected from case studies, exchange, and logistics platform websites, reports, and scientific literature.Several practical examples were studied and verified from the perspective of the theoretical platforms types' model. Then the discussion is conducted on the value creation of each type of platform identified in light of sustainable development impact in the EU. Findings: Identification with examples in the EU transport market of transactional, innovative, integrated, and investment platforms. Presentation of economic, social benefitsthe greatest for integrated platforms. Formulation of proposals for changes in the approach to regulation of the transport sector in the EU would 1) stimulate the development of platforms, 2) counteract the negative aspects of this phenomenon. Practical Implications: Classification of transport platforms that unable identification leading players of the transportation and logistics services available in the virtual world. Additionally, the way of further transportation platforms' development can be observed based on the study results. It can also help to include the transport platform solutions within activities dedicated to improving sustainable development strategies. Originality/Value: The article indicates a new approach to classify transport platforms. It discusses how these types of business models can bring added value in light of their sustainable development. It points out the actions that the EU should undertake to improve sustainability by enhancing the role of digital solutions.

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“…Анализируя существующие определения понятия «решение», можно заметить, что в работах [Kujala et al, 2010;Evanschitzky, Wangenheim, Woisetschläger, 2011;Spence, 2014;Windler et al, 2017;Stonig, Müller-Stewens, 2019] внимание фокусируется не на продукте и услуге или процессе, а на предложении, которое формирует компания для клиентов, что позволяет выделить подход «решение как предложение». В его рамках исследователи вносят в содержание концепции бóльшую маркетинговую составляющую, сближая ее с концепцией ценностного предложения.…”

Section: теоретические подходы к определению понятия «решение»unclassified

“…Продажа товаров и услуг в большинстве случаев не предполагает наличия экосистемы. Потребность в экосистеме возрастает, когда компании необходимо тесное взаимодействие с партнерами для совместного формирования решения [Stonig, Müller-Stewens, 2019;Specific features…, 2020]. В основе экосистем лежит высокая степень модульности и потребность в координации при отсутствии полного иерархического контроля.…”

Section: а б георгиевскийunclassified

“…Существенную роль в ее разработке сыграло развитие сервисной линзы (service lens) [Bettencourt, Lusch, Vargo, 2014], сервисно-доминирующей логики [Vargo, Lusch, 2004;2008] и концепции «работа, которую нужно выполнить» (job to be done) [Ulwick, 2017]. Продажа решений позволяет компании увидеть маркетинговые возможности, выходящие за рамки существующего ценностного предложения, наиболее полно удовлетворить потребности клиентов и создать конкурентное преимущество [Canedo, Junior, Helal, 2018;Stonig, Müller-Stewens, 2019].…”

Section: Introductionunclassified

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Company transition from selling goods to selling solutions

Georgievsky¹

2021

Vestnik SPbSU. Management

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Accelerating digitalization of the economy and changing pandemic-driven consumer trends provide companies with opportunities for a complete customer satisfaction by using solutions. This work aims to consider the formation of a solution as the basis for the servitization of a company. The analysis of academic and consulting literature on solution and servitization concepts was used as a research method. The paper proposes an approach to define the concept of solution as an offer. Two types of sales using solutions have been determined: solution selling and outcome selling. The definition of an outcome-oriented solution is provided. Based on this definition and the key features of a solution, a solution creation model is formed which includes the following components: the key elements and characteristics, the nature of the problem, joint value creation, and outcome orientation. The paper develops a model of the servitization process and compares the categories of goods, services, and solutions taking into account the development of the concept of ecosystems. Researchers can use the findings to build solution models and develop the outcome component of a solution. Practitioners can use the results to make the company transition from selling goods to selling solutions.

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Navigating the Challenges of Ecosystem Emergence

Cited by 10 publications

References 25 publications

Ecosystems in Places & Partnerships as Herding Spaces

Ecosystems in Places & Partnerships as Herding Spaces

Transport Platforms in the EU towards Sustainable Development

Company transition from selling goods to selling solutions

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