Dynamic Capabilities and Entrepreneurial Ecosystems: The Micro-Foundations of Regional Entrepreneurship

Roundy, Philip T.; Fayard, Dutch

doi:10.1177/0971355718810296

Cited by 85 publications

(80 citation statements)

References 100 publications

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“…Similarly to entrepreneurs and SMEs, the social aspects surrounding the work of IT professionals and socioeconomic support professionals interacting with other actors are also crucial to help connect their respective resources and expertise (Dyer and Kale, 2007). This explains why, from an ecosystemic perspective, actual inputs and requirements may sometimes differ from the current discourse about SMEs needing to engage in a 'Digital agenda' and rush to address the urgency of the 'Digital transformation' (Roundy and Fayard, 2018). They also distinguish these networks from another type of ecosystem called "multi-actor network" that includes "entrepreneurs and private investors, innovators who are outside of company pipelines, users/user communities, governmental bureaucrats/policy makers, and consortiums" (Tsujimoto et al (2018, p. 6).…”

Section: Value Cocreation For Digital Transformation In Smesmentioning

confidence: 99%

“…In an actor-to-actor (A2A) orientation for value creation (Vargo and Lusch, 2011), or recently what has been named "entrepreneurial ecosystem" (Roundy and Fayard, 2018), offers a wide range of resources and services through IT professionals and various suppliers and professionals (e.g. service/multi-actor ecosystem).…”

Section: Making Sense Of Digital Transformationmentioning

confidence: 99%

“…These represent major challenges given the growing strategic role of IT professionals, whether inside or outside the firm (Fujita et al, 2018;Tsujimoto et al, 2018). The situation has also evolved for socioeconomic support professionals who must reconsider their roles as well as the nature of their interventions (Roundy and Fayard, 2018;Thorpe et al, 2005).…”

Section: Making Sense Of Digital Transformationmentioning

confidence: 99%

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Conceptualising digital transformation in SMEs: an ecosystemic perspective

Pelletier

Cloutier

2019

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Purpose Supported by a service ecosystem that is increasingly immersed into digital transformation, small- and medium-sized enterprises (SMEs) have access to turnkey information technology (IT) applications, which may come free of charge but not free of concerns. The purpose of this paper is to explore a group conceptualisation and associated perceptions of IT issues within an ecosystem that includes three subgroup profiles: entrepreneurs, IT professionals and socioeconomic support professionals. Design/methodology/approach Using group concept mapping, a bottom-up and participatory mixed methods-based approach, a concept map was estimated, based on a list of items, to define seven clusters pertaining to issues and challenges of adoption and use of turnkey IT applications in SMEs of less than 20 employees. Perceptions measures of relative importance and feasibility were obtained by subgroup profiles. Findings The relative importance and relative feasibility measures for the seven clusters indicate significant statistical differences in ratings among the subgroup profiles. A discussion on the importance of relational capital in addressing challenges of digital transformation in SMEs is developed. Originality/value Results highlight signifiant differences concerning key dimensions in the adoption and use of IT from the perspective of three subgroup profiles of actors within the ecosystem. First, the results stress the need to develop a shared understanding of IT challenges. Second, they suggest policymakers could use these conceptual representations to further develop and strengthen the IT-related support agenda for SMEs, especially the smaller ones (e.g. training programs, business support and coaching initiatives, etc.).

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Section: Value Cocreation For Digital Transformation In Smesmentioning

confidence: 99%

Section: Making Sense Of Digital Transformationmentioning

confidence: 99%

Section: Making Sense Of Digital Transformationmentioning

confidence: 99%

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Conceptualising digital transformation in SMEs: an ecosystemic perspective

Pelletier

Cloutier

2019

JSBED

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“…A lthough the concept is not new, there is still a growing amount of literature on entrepreneurial ecosystems Ghio et al, 2019;Roundy, 2017;Roundy, Fayard, 2019]. The theoretic foundation of the entrepreneurial ecosystem (EE) concept is grounded in the literature on regional innovation systems, academic spin-offs, the triple helix model, and also in the literature on the interplay between institutional context and entrepreneurship.…”

Section: Discussionmentioning

confidence: 99%

Untitled

2019

Foresight and STI Governance

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is an international interdisciplinary peer-reviewed openaccess journal. It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision. The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world. Topics covered include: • Foresight methodologies and best practices; • Long-term socioeconomic priorities for strategic planning and policy making; • Innovative strategies at the national, regional, sectoral, and corporate levels; • The development of National Innovation Systems; • The exploration of the innovation lifecycle from idea to market; • Technological trends, breakthroughs, and grand challenges; • Technological change and its implications for economy, policy-making, and society; • Corporate innovation management; • Human capital in STI; and many others. The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, undergraduates, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues.

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“…For instance, studies of EEs in Boulder and Silicon Valley, USA (Kenney & Von Burg, ; Neck, Meyer, Cohen, & Corbett, ; Saxenian, ) and Victoria, Canada (Cohen, ) found that an EE's ability to promote and sustain entrepreneurial activity is improved by specific components, such as networks connecting entrepreneurs, cultures supportive of risk‐taking, early‐stage investment, success stories, local consumers, and support organizations (Isenberg, ; Theodoraki, Messeghem, & Rice, ). Ecosystem components create an environment that assists entrepreneurs and increases the likelihood of venture success (Roundy & Fayard, ). However, the mere presence of EE components is not indicative of a vibrant ecosystem (Breznitz & Taylor, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

Roundy

2020

J of Leadership Studies

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Entrepreneurial ecosystems are the systems of forces that encourage and sustain entrepreneurship in geographic areas. Vibrant entrepreneurial ecosystems exhibit coordination—participants engage in explicit attempts to organize, develop, and promote the ecosystem. Coordination involves ecosystem leaders; however, there is not a theory explaining the linkages between ecosystem leadership and coordination. To understand how ecosystem leaders promote coordination, the current paper proposes a model of entrepreneurial ecosystem behavioral integration. It is theorized that entrepreneurial ecosystem behavioral integration is influenced by leader and leadership‐group characteristics and, in turn, influences an ecosystem's cognitive, social, and cultural coordination. The model contributes to research at the intersection of leadership and entrepreneurship by delineating a precise and theoretically grounded conception of the connections between ecosystem leadership and coordination. A more nuanced understanding of coordination is provided by identifying its mechanisms and sub‐dimensions. The proposed theory charts a path for interdisciplinary research on leadership and entrepreneurial ecosystems and identifies practical implications for ecosystem leaders.

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Dynamic Capabilities and Entrepreneurial Ecosystems: The Micro-Foundations of Regional Entrepreneurship

Cited by 85 publications

References 100 publications

Conceptualising digital transformation in SMEs: an ecosystemic perspective

Conceptualising digital transformation in SMEs: an ecosystemic perspective

Untitled

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

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