Chapter 2 Do You Need a Business Ecosystem?

Pidun, Ulrich; Reeves, Martin; Schüssler, Maximilian

doi:10.1515/9783110775167-002

Cited by 15 publications

(28 citation statements)

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“…Ecosystems are self‐sustaining (Fuller et al., 2019; Pidun et al., 2019), but they are also constrained by institutional barriers, such as regulations, social norms, and cognitive models (Moore, 1996; Scott, 2014). Overcoming these barriers and facilitating ecosystem transition requires the modification of role distribution, responsibility allocation, and prevailing industry mindsets (Spender, 1989).…”

Section: Research Background and Theoretical Frameworkmentioning

confidence: 99%

Transforming existing local ecosystems to circular economy ecosystems for plastics: The case of the PlastiCity ecosystem

Litaudon,

Chen

2023

J of Industrial Ecology

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This paper discusses the transition toward a circular economy ecosystem (CEE) for plastics by assessing and mapping existing ecosystems and coordinating efforts among ecosystem actors. The PlastiCity ecosystem is used as a case study. The study employs ecosystem analysis and mapping to identify the new activities and actors needed to transition toward a CEE. These include local and eco‐friendly transportation, plastic recycling knowledge management, and upgrading the existing recycling infrastructure. The findings emphasize the significance of the joint orchestration of ecosystem actors facilitated by an ecosystem coordinator and knowledge team to achieve a CEE. It presents a tangible and feasible approach to achieving a local plastic CEE. The policymakers are encouraged to support collaborative orchestration efforts among ecosystem actors and establish knowledge management practices that facilitate ecosystem transitions.

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Section: Research Background and Theoretical Frameworkmentioning

confidence: 99%

Transforming existing local ecosystems to circular economy ecosystems for plastics: The case of the PlastiCity ecosystem

Litaudon,

Chen

2023

J of Industrial Ecology

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“…shared value proposition, module of interconnections, orchestrator (the core or central firm that integrate the partners) (Gackstatter et al, 2019). Pidun et al (2019) defined business ecosystem as a dynamic group of largely independent economic players that create products or services that together constitute a coherent solution. They presented two basic types of business ecosystem i.e.…”

Section: Business Ecosystemmentioning

confidence: 99%

“…solution and transaction ecosystem. This study takes the definition of Pidun et al (2019) as there is no orchestrator elements in this case study. The concept of ecosystem is found useful for analysing business strategies in which competitors are also playing the role of complementors (Wegmann et al, 2018) Ritala ( 2012) found the success of the coopetition strategy is strongly affected not only by the alliance and specific factors of firms, but also by the industrial and economic context which they are inserted.…”

Section: Business Ecosystemmentioning

confidence: 99%

Managing Coopetition in Business Ecosystem - A study of the Printing Industry in Malaysia

Teh¹,

Aman²

2022

Nexo Revista Científica

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Coopetition involves multidisciplinary actors in a competition and cooperation phenomenon simultaneously. There is a large research gap on how a coopetition process is established and managed in a business ecosystem. Through the in-depth analysis of a single printing business ecosystem in Malaysia, this paper finds coopetition is common as the way of doing business among the micro, small and medium sized firms in one industrial park growing into a popular printing ecosystem in Selangor state of Malaysia. This paper identifies the sources of coopetition, challenges faced by different firms in the same industry and the mechanism of these firms surviving in this business ecosystem. Through a case study, our findings showed that informal cooperation more likely than a structured coopetition to achieve short-term success yet a long term resilience for small medium enterprises. The possible tension in coopetition is reduced when trust and friendliness is available to maintain the business ecosystem position. The interchangeable supplier-customer relationships facilities value co-creation through exchange of resources and capabilities in the geographic, technological and market overlap business ecosystem. The paper suggests the coopetition strategy is the base strategy to build competitiveness of individual firm located in a business ecosystem.

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“…However, within the context of circular ecosystems, there is a greater emphasis on cooperative relationships. An ecosystem consists of actors that agree to collaborate with one another (Pidun, Reeves and Schüssler, 2019). In terms of CE, transitioning to a system of circular values demands collaboration between the network to achieve mutual benefits (Tate et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Motivations Behind Actors’ Cooperation in Circular Ecosystems: A Systematic Literature Review and a Brazilian Case Study

et al. 2023

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The circular economy (CE) aims at the cycling of resources through restorative and regenerative strategies. To achieve circularity, coordination of several actors is necessary. The interaction among actors allows the connection between the CE and ecosystem research fields. Although fundamental, the relationships, mainly cooperation, among actors within an ecosystem to foster circularity is not deeply explored in the literature. The objective of this study was to identify the possibilities of cooperation within circular ecosystems, in particular, the motivations that make the actors interact to achieve a CE. A systematic literature review (SLR) and a case study of a Brazilian ecosystem specialized in the recycling of carton packages to manufacture ecological tiles were conducted. The goal was to identify the motivations through the SLR and the case study so the theoretical and the empirical results could be compared. As a result, 28 motivations for actors to engage in ecosystems driven by circularity were identified. In order to achieve a complete and circular solution, actors must be able to clearly understand their roles and relationships so that they can establish new partnerships or reframe those already established.

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Chapter 2 Do You Need a Business Ecosystem?

Cited by 15 publications

References 0 publications

Transforming existing local ecosystems to circular economy ecosystems for plastics: The case of the PlastiCity ecosystem

Transforming existing local ecosystems to circular economy ecosystems for plastics: The case of the PlastiCity ecosystem

Managing Coopetition in Business Ecosystem - A study of the Printing Industry in Malaysia

Motivations Behind Actors’ Cooperation in Circular Ecosystems: A Systematic Literature Review and a Brazilian Case Study

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