Are you of value to me? A partner selection reference method for software ecosystem orchestrators

Beelen, Luc; Jansen, Slinger; Overbeek, Sietse

doi:10.1016/j.scico.2021.102733

Cited by 12 publications

(8 citation statements)

References 78 publications

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“…We recognize that the objectives and underlying logic of value creation can differ depending on the type of network and the context in question (Hurmelinna-Laukkanen et al , 2022). Previous studies analysed SNs in technology-intensive industries in developed countries such as Germany and the Netherlands (Manser et al , 2016; Heidenreich et al , 2016; Beelen et al , 2022). Other works examined Italian SNs composed of SMEs (Antoldi and Cerrato, 2020; Agostini et al , 2019) and networks consisting of partners in different countries (Leite et al , 2018).…”

Section: Discussionmentioning

confidence: 99%

“…Effective network management involves developing an infrastructure that enables spaces for interaction (Agostini et al , 2019) within which collaboration can occur (Markovic, 2017). Moreover, network management must encourage participants to engage in collaborative activities (Beelen et al , 2022). The connection between the activities promoted by network management to foster interactions and the benefits arising from these for network performance were explored by Maccio and Cristofoli (2017) when studying health-care networks created in Switzerland.…”

Section: Explaining Value Creation In Strategic Networkmentioning

confidence: 99%

“…In addition, we highlight the importance of network management, its role in network performance (Dagnino et al , 2016; Manser et al , 2016; Markovic, 2017) and the value creation process (Antoldi and Cerrato, 2020). Moreover, previous works have mainly focused on SNs in developed countries (Manser et al , 2016; Heidenreich et al , 2016; Beelen et al , 2022; Antoldi and Cerrato, 2020; Agostini et al , 2019). Because we have analysed SNs in an emerging country, our study helps expand the comprehension of how network management matters for value creation in different contexts.…”

Section: Conclusion and Remarksmentioning

confidence: 99%

“…Early works revealed that the engagement of participants in decisions and tasks is positively related to their commitment and immersion in the group (Provan and Kenis, 2008; Antoldi and Cerrato, 2020). Beelen et al (2022) conducted six case studies of Dutch networks in the software industry. They highlighted the relevance of alignment between partners and commitment as one of the main criteria for establishing quality partnerships in SNs.…”

Section: Explaining Value Creation In Strategic Networkmentioning

confidence: 99%

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Network management and value creation in strategic networks: evidence from Brazil

Azevedo

Boaventura

Wegner

et al. 2023

MBE

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Purpose Few studies have analysed how to actively manage strategic networks (SNs) to achieve individual and collective goals and create value. This paper aims to examine the influence of network management on the value created by SNs and the mediation role of resources and relationship quality. Design/methodology/approach The authors distributed a survey to 126 companies linked to SNs in the Brazilian information and communication technology sector. This study tested the hypothesized relationships using partial least squares structural equation modelling. Findings This study found that network management directly influences value creation. Furthermore, the exchange and combination of resources mediate the relationship between the two constructs. Surprisingly, the quality of the relationships does not mediate the relationship between management and the value created. However, it positively impacts the exchange and combination of complementary resources. Originality/value This study provides a new interpretation of the determinants of value creation in SNs. The results contribute to the theory by demonstrating that the relationship between network management and value creation is strengthened when the exchange and combination of resources between network participants occur. In turn, these are positively influenced by the quality of relationships established in the network, thus providing a new interpretation of the determinants of value creation in SNs.

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Section: Discussionmentioning

confidence: 99%

Section: Explaining Value Creation In Strategic Networkmentioning

confidence: 99%

Section: Conclusion and Remarksmentioning

confidence: 99%

Section: Explaining Value Creation In Strategic Networkmentioning

confidence: 99%

See 2 more Smart Citations

Network management and value creation in strategic networks: evidence from Brazil

Azevedo

Boaventura

Wegner

et al. 2023

MBE

View full text Add to dashboard Cite

show abstract

“…It is not always entirely clear what each partner adds to the ecosystem and what to get out of it (Beelen et al, 2022). So, the evaluation of partners requires a good selection method of partners to optimise the value you gain from the ecosystem.…”

Section: Partnersmentioning

confidence: 99%

The inevitable but altered roles of universities within an innovation ecosystem

Baaijens¹,

Freidel²,

Groenen³

et al. 2022

ECIE

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It is evident that for an organisation, the most successful way for operating is being part of business ecosystems and creating more value than on its own. Universities play a specific role in this field. We undertook this research to verify the universities’ role in an innovation ecosystem where they work together with businesses to create and share new cutting-edge knowledge. Our theory-based research offers scientifically underpinned suggestions for innovators and entrepreneurs in developing innovation ecosystems with a specific focus on the altered role of universities. The article focuses on the roles of universities to discovers how it can become more resilient to adapt to the ever-changing demands of an innovation ecosystem. How can it provide professional knowledge sharing on an equal base within the ecosystem whilst remaining its leading role in innovation and knowledge development? This approach breaks with the traditional view of universities as the primary source of knowledge in society. Universities take several roles in a business ecosystem, which we conclude in this paper. To let universities stay strong in innovation, they must adapt their traditional role to suit to the ever-changing demands presented by the ecosystem. They need to focus on knowledge sharing instead of knowledge delivery to achieve a sustainable growth. The changing approach fits better the innovation and entrepreneurship by working within a knowledge ecosystem. Additionally, organisations must stay proactive by evaluating partners better, building meaningful relationships, and adopting a business-like mentality. Organising such a knowledge ecosystem will stimulate innovation and facilitate entrepreneurs in searching for new markets in an increasingly sustainable and circular world.

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Traders as ecosystem orchestrators for sustainable foods supply chain transformation

Gupta,

Mejia,

Sadreghazi

et al. 2024

Bus Strat Env

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Transforming global food supply chains for sustainability in a pervasive manner requires leading it for specific contexts. As central intermediaries between producers and consumers possessing both tacit and explicit knowledge of supply–demand and local business cultures, traders are uniquely positioned for ecosystem orchestration (EO). The limited literature on the role of agricultural commodities traders in promoting sustainability and calls for it has motivated this study. To understand the capabilities required for ecosystem orchestrators (EOs), we surveyed the available literature using citation network analysis, revealing knowledge elements within the clusters of leading value and stakeholder orchestration, cultivating dynamic and interorganizational capabilities, interplaying innovation and business ecosystems, and utilizing software ecosystems. These clusters contained interlinked EO functions of offering complementary assets and digital platforms, which we highlighted as actual business practices by certain major agricultural trading firms. We conclude that traders as EOs for sustainability is plausible and provide actionable guidance.

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Are you of value to me? A partner selection reference method for software ecosystem orchestrators

Cited by 12 publications

References 78 publications

Network management and value creation in strategic networks: evidence from Brazil

Network management and value creation in strategic networks: evidence from Brazil

The inevitable but altered roles of universities within an innovation ecosystem

Traders as ecosystem orchestrators for sustainable foods supply chain transformation

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