Designing the coherent ecosystem: Review of the ecosystem concept in strategic management

Tsujimoto, Masaharu; Kajikawa, Yuya; Tomita, Junichi; Matsumoto, Yoichi

doi:10.1109/picmet.2015.7273192

Cited by 9 publications

(17 citation statements)

References 76 publications

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“…We found supportive evidence of a widespread metaphorical use of the ecosystem term (Kuckertz 2019). Despite ongoing attempts to clarify the basic concepts related to ecosystems (Adner 2017;Anggraeni et al 2007;Autio and Thomas 2014;Autio et al 2018;Jacobides et al 2018;Peltoniemi 2006;Pilinkienė and Mačiulis 2014;Spigel 2017;Tsujimoto et al 2015;Valkokari 2015), our analysis reveals several new insights that help advance the conceptual clarity of the term. Despite ongoing attempts to clarify the basic concepts related to ecosystems (Adner 2017;Anggraeni et al 2007;Autio and Thomas 2014;Autio et al 2018;Jacobides et al 2018;Peltoniemi 2006;Pilinkienė and Mačiulis 2014;Spigel 2017;Tsujimoto et al 2015;Valkokari 2015), our analysis reveals several new insights that help advance the conceptual clarity of the term.…”

Section: Discussionsupporting

confidence: 63%

“…Alvedalen and Boschma 2017;Ritala and Almpanopoulou 2017;Tsujimoto et al 2015;Valkokari 2015) that highlight the ambiguity of overlapping definitions, mixed statements and inconsistent applications within the data. themes such as 'network', 'startup', 'hub firm').…”

Section: Re-storying the Business Innovation And Entrepreneurial Ecomentioning

confidence: 99%

“…In the beginning, the narrative setting is identified -this is the story world, the historical context in which the author locates the action (Truby 2007). The beginning refers to a situation which begins with a problem, a disequilibrium or a question to be answered (Todorov and Weinstein 1969).…”

Section: Re-storying the Business Innovation And Entrepreneurial Ecomentioning

confidence: 99%

“…Aarikka-Stenroos and Ritala 2017; Oh et al 2016;Tsujimoto et al 2015), the thematic readings stage revealed for us the basic conceptual ambiguities and problems in using ecosystems as direct analogy, and that ecosystems generally deal with issues relating to co-operation between different actors. Similar to findings in recent reviews on ecosystems (e.g.…”

Section: A Conceptual Comparison Of Ecosystem Narrativesmentioning

confidence: 99%

“…Adner 2017; Moore 1993; Zahra and Nambisan 2012), innovation ecosystem (e.g. Our choice fell on the business, entrepreneurial and innovation ecosystem concepts as these three have developed in parallel, whereby conceptual confusion has arisen (Tsujimoto et al 2015) due to 'overlapping statements describing the metaorganizations between economic actors' (Valkokari 2015, p. 18). Cohen 2006;Isenberg 2010;Neck et al 2004) to reveal the dominant narrative elements underlying the archetypes and present the re-storied model-narratives.…”

Section: Introductionmentioning

confidence: 99%

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Re‐storying the Business, Innovation and Entrepreneurial Ecosystem Concepts: The Model‐Narrative Review Method

Hakala

O'Shea

Farny

et al. 2019

Int J Management Reviews

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We propose a novel literature review method in order to systematically trace and reveal the dominant narratives of a body of literature: the model‐narrative review method. We apply this method to an ever‐growing literature on ecosystems in business studies, as it resembles a rich knowledge base with somewhat competing, overarching stories, replete with emplotted characters, systematic puzzles and embellished scientific drama. To interpret these unfolding storylines, we both separately engage with and connect seminal work on business, entrepreneurial and innovation ecosystems. Through thematic reading we map the key themes and scientific puzzles in each ecosystem type. Through enstoried reading we identify how authors construct the plot, narrative setting, emplotted characters, narrative voices and moral lessons around ecosystems. Through rhetorical reading we explicate the rhetorical devices and strategies that claim the relevance of their work. Our findings expose a number of hidden meanings and underlying assumptions, adding transparency to ecosystem rhetorics and enhancing conceptual clarity. Altogether, this method offers a systematic construction of model‐narratives to synthesize and critically reflect upon similarities and differences between related concepts and opens up space for alternative research questions.

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Section: Discussionsupporting

confidence: 63%

Section: Re-storying the Business Innovation And Entrepreneurial Ecomentioning

confidence: 99%

Section: Re-storying the Business Innovation And Entrepreneurial Ecomentioning

confidence: 99%

Section: A Conceptual Comparison Of Ecosystem Narrativesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Re‐storying the Business, Innovation and Entrepreneurial Ecosystem Concepts: The Model‐Narrative Review Method

Hakala

O'Shea

Farny

et al. 2019

Int J Management Reviews

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Network externality vs. multi-layer platform link effect: “FeliCa” based electric money platform ecosystems analysis in Japan

Tsujimoto

2019

Managing Innovation in a Global and Digital World

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A Boundary Tool for Multi-stakeholder Sustainable Business Model Innovation

2021

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Sustainable business model innovation cannot reach its full sustainability potential if it neglects the importance of multi-stakeholder alignment. Several studies emphasize the need for multi-stakeholder collaboration to enable sustainable business model innovation, but few studies offer guidance to companies for engaging in such a collaborative process. Based on the concept of boundary work, this study presents a tested process tool that helps companies engage with multiple stakeholders to innovate sustainable business models. The tool was developed in three iterative phases, including testing and evaluation with 74 participants in six sustainable business model innovation cases. The final process tool consists of five steps to facilitate multi-stakeholder alignment for sustainable business model innovation: (1) defining a collective ambition, (2) mapping and negotiating the changing organizational boundaries, (3) exploring opportunities and tensions for aligning stakeholders, (4) defining first interventions and (5) developing a collaboration pitch. We found that the tool enables discussions and negotiations on sensitive topics, such as power reconfigurations and mutual responsibilities to help stakeholders align. For companies, the boundary tool enriches sustainable business model innovation by offering guidance in the process of redesigning their multi-stakeholder system, assessing their own organizational boundaries, exploring, negotiating and prioritizing strategic actions based on organizational boundary changes and kick-starting new partnerships.

show abstract

Designing the coherent ecosystem: Review of the ecosystem concept in strategic management

Cited by 9 publications

References 76 publications

Re‐storying the Business, Innovation and Entrepreneurial Ecosystem Concepts: The Model‐Narrative Review Method

Re‐storying the Business, Innovation and Entrepreneurial Ecosystem Concepts: The Model‐Narrative Review Method

Network externality vs. multi-layer platform link effect: “FeliCa” based electric money platform ecosystems analysis in Japan

A Boundary Tool for Multi-stakeholder Sustainable Business Model Innovation

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