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Chapter 2: Literature review 38 _______________________________________________________________________________________________________________________________________________ Table 12: Connections between authoring and business ecosystems Domain or theme Business Strategy Marketing Research and development; design of products and services Technology Entrepreneurship Innovation Processes Platforms Ecosystems as a perspective Connection with business ecosystem organizational form Keystone organization’s crucial role in business ecosystem defines rules of engagement with key resource providers to reflect change-creating intent Complementors enable keystone firms to sit at the core of an ecosystem which is an organizational arrangement which could preserve emancipatory potential Open, user, community and democratized innovation can be leveraged to define rules of engagement to maintain change creating intent Benefits from user innovation as selected organizational arrangement can provide access to resources or global reach which could facilitate the change-creating intent Open, user, community and democratized innovation are alternative arrangements to help to realize change creating intent Industry platforms at the heart of innovative business ecosystems can be the organizational arrangement which allows keystones to preserve emancipatory potential and niche players to execute their change-creating intent Activities as the discrete actions undertaken in order for the value proposition to materialize is connected with change- creating intent and maintenance of the emancipatory potential To enable partner alignment – a critical feature of the business ecosystem perspective – rules of engagement with key resources providers must preserve change creating intent Source Iansiti & Levien (2004) Moore (1999) Raymond (2001) Weber (2004) von Hippel (2005) Chesbrough (2003) Muegge (2013) Bailetti (2012) Baldwin & von Hippel (2011) Gawer & Cusumano (2014) Adner (2017) Regarding roles and relationships with ecosystem actors, Iansiti & Levien (2004) asserted that “stand alone strategies do not work when your company’s success depends on the collective health of the organizations that influence the creation and delivery of your product. Knowing what to do requires understanding the ecosystem and your organization’s role in it” (p. 69). Resource flows within an ecosystem are not limited to dyadic exchange relationships as assumed by Rindova et al. (2009), but can also include complex resource cycles and unequal exchanges (e.g., Muegge, 2011b), collaborative community innovation (e.g., von Hippel, 2005; Baldwin & von Hippel, 2011) and _______________________________________________________________________________________________________________________________________________ Copyright © 2018 Ewan ReidPDF Image | Carbon Removal
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