Digital ecosystem structure formation depending on the archetype of distribution network participants

Abstract

Purpose Fundamental changes in economic relations, instability of the market environment in which enterprises operate and increased intensity of competitive influences to obtain better business conditions emphasize the importance of the nature of interaction for all participants of business processes in the distribution channel and the success of the chosen business structure. This circumstance determines the expansion of the content of the ecosystem approach to the organization of enterprise activities and the clarification of the participants' roles in such systems. The purpose of the study is to identify the key features and differences in business models of digital ecosystem participants that are critical to shaping the value of the distribution system. Design/methodology/approach In this paper, within the framework of the theoretical component, the authors analyze conceptual and empirical articles contained in the Web of Science database and also rely on information obtained from the study of articles by Russian academicians in specialized journals, monographs and conference abstracts. Using the method of content analysis, data on enterprises were collected and generalized into cases, which made it possible to propose possible classification properties of enterprise archetypes within the digital ecosystem and to determine the general properties of the objects under study and their interrelations. Findings The systematization of results allows us to present a co-competitive activity model for ecosystem participants, depending on their archetype, where they are segmented according to the dominant principle of role and activity within the system. From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations make it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product/service, the manufacturer and the seller. This reduces the time of delivery and waiting as well as the time to find a suitable option making the market more perfect. The proposed conceptual framework indicates the interdependence of the development of all participants in the product distribution and proves that successful business models take part in the market expansion. Finally, the authors' systematic review of the academic literature results in identifying certain promising directions for future research based on the consideration of open ecosystems with transparent infrastructure. Research limitations/implications The results are limited by the authors' sample data and the case study approach. The study does not show the further evolution of the digital ecosystem depending on the set and configurations of ecosystem participants. The authors introduce a possible new classification of archetypes of ecosystem participants and a co-competitive activity model for ecosystem participants depending on these archetypes. Practical implications From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations make it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product/service, the manufacturer and the seller. Originality/value From a practical point of view, the considered classification of the archetypes of recipient enterprises and their economic relations makes it possible to structurally visualize a digital ecosystem, which significantly reduces the distance between the consumer of the product or service and the manufacturer or the seller. This reduces the time of delivery and waiting as well as the time to find a suitable option making the market more perfect in this respect.

Development of an express risk assessment in tender participation for contracting construction organizations in civil and agro-industrial construction

“…For the successful implementation and execution of construction and installation work and to avoid cases of suspension or inability to complete the construction of a facility, it is important for participants in investment and construction activities to calculate the risks that arise at all stages of the implementation of investment and construction projects [1,2,3,4]. Traditionally, the risks of project implementation are usually calculated for customers who organize the construction process on behalf of the investor or developer [5,6,7,8]. At the same time, contractors, as the main participants in the construction process, are also interested in its effective implementation and completion [9,10,11]; they bear the risks of working with an unscrupulous customer, using low-quality technical documentation, undervalued work prices, etc., which ultimately can lead to failure to fulfill contractual obligations and bankruptcy.…”

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“…Moreover, Nyagadza (2022) highlights the dynamic and intense nature of the changes happening in technology globally and the specific market environment in which business organisations operate. The development of business models that focus on innovative progress remains an unresolved issue due to the need to define the functions and responsibilities of participants in the ecosystem (Krasyuk et al, 2021). In that sense, organisational effectiveness and innovation have become global priorities (Naveed et al, 2022).In order to achieve success in the global market, it is necessary for a firm to align and manage its resources effectively in response to dynamic market conditions (Bashir et al, 2022).…”