No abstract

The aim of this paper is to propose a comprehensive research framework seeking to decipher the evolutionary development of emerging business ecosystems and to identify the necessary strategic capabilities which enable the transformation of business ecosystems from one stage to the next along its life-cycle. Initial findings from exploratory case studies of the EV industry in Chinese Shandong Province show that the EV Business ecosystem emerged from a network of connected entrepreneurs to its current nascent structure. Taking a multi-disciplinary approach, literatures of evolutionary economics, business ecosystem and capabilities have been reviewed. On the basis of the research gaps, a conceptual research framework is proposed that potential contributions of subsequent findings include theoretically enriching business ecosystem theories and benefiting industrial players practically through the formulation of the capability maturity model.

EVs (electric vehicle), as sustainable technologies, hold the potential to achieve the sustainability of the transport system and challenge the prevailing business models of internal combustion engines (ICEs). To unlock the dominant logic of ICEs and promote the diffusion of EVs, Business model (BM) innovation is necessary. However, BM innovation for EVs still faces many obstacles. This paper makes contribution theoretically and practically by constructing a "3-7" system and proposing a two-phase conceptual framework for BM innovation of EVs. The case of Shenzhen City, China is studied to illustrate how the "3-7" system and two-phase conceptual framework is applied. Based on the case study, this paper concludes two new barriers that are not highlighted by the previous literature and makes a number of suggestions to help address the issues found in BM innovation.