Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world

Teece, David J.

doi:10.1016/j.respol.2017.01.015

Cited by 1,015 publications

(752 citation statements)

References 56 publications

(49 reference statements)

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“…As Teece (, p. 17) noted, “the literature on complements is both confused and complex.” For our purposes, we focus on two types of complementarities that can be expressed unambiguously in mathematical terms and characterize relationships between actors within ecosystems. First, we have unique complementarities.…”

Section: Towards a Theory Of Business Ecosystemsmentioning

confidence: 99%

“…Teece (), for instance, considers a different set of complementarities, which include some we don't consider, such as Hicksian complements, “when a decrease in the price of one factor leads to an increase in the quantity used of its complements in production,” or Hirshleifer (Asset Price) Complementarity to denote how innovation in one segment affects asset prices in another. He also considers technological complementarities, which occur when “the full benefit (or even any benefit) of the innovation cannot be achieved until some other, complementary technology (which, on its own, has only lower value uses) has been created or re‐engineered”—a condition that we consider to be very frequent in the settings covered by ecosystems, and as such, encompassed by either of our proposed categories.…”

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confidence: 99%

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Towards a theory of ecosystems

Jacobides

Cennamo

Gawer

2018

Strategic Management Journal

1,866

920

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Research Summary: The recent surge of interest in "ecosystems" in strategy research and practice has mainly focused on what ecosystems are and how they operate. We complement this literature by considering when and why ecosystems emerge, and what makes them distinct from other governance forms. We argue that modularity enables ecosystem emergence as it allows a set of distinct yet interdependent organizations to coordinate without full hierarchical fiat. We show how ecosystems address multilateral dependences based on various types of complementarities-supermodular or unique, unidirectional or bidirectional-which determine the ecosystem's value-add. We argue that at the core of ecosystems lie nongeneric complementarities, and the creation of sets of roles that face similar rules. We conclude with implications for mainstream strategy and suggestions for future research. Managerial Summary: We consider what makes ecosystems different from other business constellations, including markets, alliances, or hierarchically managed supply chains. Ecosystems, we posit, are interacting organizations, enabled by modularity, not hierarchically managed, bound together by the nonredeployability of their collective investment elsewhere. Ecosystems add value as they allow managers to coordinate their multilateral dependence through sets of roles that face similar rules, thus obviating the need to enter into customized contractual agreements with each partner. We explain how different types of complementarities (unique or supermodular, generic or specific, uni-or bi-directional) shape ecosystems and offer a "theory of ecosystems" that can explain what they are, when they emerge, and why alignment occurs. Finally, we outline the critical factors affecting ecosystem emergence, evolution, and success-or failure.

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Section: Towards a Theory Of Business Ecosystemsmentioning

confidence: 99%

mentioning

confidence: 99%

Towards a theory of ecosystems

Jacobides

Cennamo

Gawer

2018

Strategic Management Journal

1,866

920

View full text Add to dashboard Cite

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“…The most profitable business model may not be immediately apparent. A useful set of concepts for developing a business model around a core technology is known as the Profiting From Innovation (PFI) model (Teece, 1986(Teece, , 2006(Teece, , 2017a. In the PFI model, a fundamental requirement for profiting from an innovation is to take into account the appropriability regime that applies to the given innovation.…”

Section: A Birthmentioning

confidence: 99%

Dynamic Capabilities and (Digital) Platform Lifecycles

Teece¹

2017

Advances in Strategic Management

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161

145

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“…The concept of the business model (BM) dates back to the 1960s (Sahut, Hikkerova, & Moez, 2013); however, it is not a coincidence that its popularity increased as the economy was going digital. The BM literature started to become mainstream with: electronic business models (eBM) since the emergence of e-commerce during the 1990s; and digital BM, in the current digital economy (Blank, 2013;Osterwalder & Pigneur, 2010;Teece, 2018;Ibarra et al, 2018). The business model may be described as a system of interrelated and interdependent activities that determines the capacity of how the company does business with its stakeholders.…”

Section: Impact Of Digital Innovations On the Business Modelmentioning

confidence: 99%

Digital innovations, impacts on marketing, value chain and business models: An introduction

Sahut¹,

Dana

Laroche

2019

Can J Adm Sci

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Digital innovations are changing business models and industries and, in today's world, effective mastery of digital innovations can be greatly advantageous, yet digital innovation literature suffers from major lacunae. We contribute to this literature by providing definitions and analysing specificities of this emerging research stream. We then discuss the impact of digital innovation on marketing, value chain, and business models, focusing on tensions and marketing challenges, the value chain, and the evolutions of business models. We conclude with suggestions for further research.

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Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world

Cited by 1,015 publications

References 56 publications

Towards a theory of ecosystems

Towards a theory of ecosystems

Dynamic Capabilities and (Digital) Platform Lifecycles

Digital innovations, impacts on marketing, value chain and business models: An introduction

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