How Does Innovation Emerge in a Service Ecosystem?

Chandler, Jennifer D.; Danatzis, Ilias; Wernicke, Carolin; Akaka, Melissa Archpru; Reynolds, David

doi:10.1177/1094670518797479

Cited by 121 publications

(120 citation statements)

References 59 publications

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“…A service ecosystem can be defined as a 'relatively self-contained, self-adjusting system of resourceintegrating actors connected by shared institutional arrangements and mutual value creation through service exchange' (Lusch & Vargo, 2014, p. 161). This service ecosystem perspective pursues a systemic, dynamic and contextual understanding (Chandler, Danatzis, Wernicke, Akaka, & Reynolds, 2019;Tronvoll, 2017). This is critical for understanding the complexity of digitalisation in service ecosystems, as the structure drives behaviour within the system, and any shift in the underlying rules of the system can serve as a powerful point of leverage for change (Meadows, 2008).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Resource integration through digitalisation: a service ecosystem perspective

Sklyar

Kowalkowski

Sörhammar

et al. 2019

Journal of Marketing Management

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As digitalisation increasingly encompasses entire service ecosystems, it modifies resource integration patterns that connect ecosystem actors through strong and weak ties. To clarify how technological development contributes to this change, and how resource integration transforms the service ecosystem, this qualitative case study explores the digitalisation strategy of a marketleading systems integrator in the maritime industry. Based on 40 depth interviews with managers, the findings show how technology increasingly serves as a key operant resource in the transformation of resource integration patterns. The study contributes to ecosystem dynamics research by identifying major differences between the pre-digitalised and digitalised states of a service ecosystem, and demonstrates the dual role of technology in both increasing pattern complexity and facilitating coordination of that complexity.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Resource integration through digitalisation: a service ecosystem perspective

Sklyar

Kowalkowski

Sörhammar

et al. 2019

Journal of Marketing Management

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“…Considering its specific focus on service domain, the research article by Chandler et al [ 68 ] appears to have solid theoretical grounding. The authors have acknowledged some of the differences in the innovation- related ecosystem literature, use multiple sources and build the narrative in a well-anchored manner, sufficiently serving the purpose of their document.…”

Section: Towards Conceptual Consensus In Iot-driven Digital Businementioning

confidence: 99%

Addressing Conceptual Randomness in IoT-Driven Business Ecosystem Research

Rezac

2020

Sensors

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During the almost 27 years of its existence, the business ecosystem research has developed a substantial level of ambiguity and multifacetedness. Because to the technological advancements that promote interconnectedness and value co-creation, the field has consequently spun off into more domain-specific branches, such as the arena of digital business ecosystems that are driven by Internet of Things (IoT). Nonetheless, despite the efforts to mend the theoretical foundations and to close the gap between academia and empirical practice, the absolute majority of IoT-driven digital business ecosystem literature follows the trend of conceptual randomness while expanding the volume of publications exponentially. Therefore, in order to address this unfavourable increase in random adoption of distinct concepts that ultimately refer to the same subject matter, the author encourages other scholars involved in the research field of IoT-driven digital business ecosystems to make extended efforts and support the external validity of their research (as well as the relevance of the research stream as a whole) by bounding the IoT-driven digital business ecosystems on a rigorous basis through deploying the extant theory in a careful and appropriate manner. Via a thorough examination of the theoretical fundaments that underpin the concept of IoT-driven digital business ecosystem, and based on a concise thematic review of corresponding literature published until September 2020, this article articulates logic for viewing the conceptual hierarchy within the business ecosystem research and proposes six literature-based recommendations for developing further IoT-driven digital business ecosystem (DBE) research in a rigorous way.

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“…Moreover, studies could empirically corroborate, compare, and contrast the effectiveness of transfer abilities of tacit knowledge using human enablers (P1) or explicit knowledge using technology enablers (P2) as well as the right mix of investment in human or technology enablers to transfer different configurations of tacit and explicit knowledge in complex learning environments (P6). Furthermore, future research could support firms to benchmark their strategic enablement investments' performances in order to inspire innovation depending on the level of investments in human or technology enablers (P3-P6); particularly in complex, interconnected setting spanning multiple partners ( Chandler, Danatzis, Wernicke, Akaka, & Reynolds, 2019 ).…”

Section: Developing Strategic Enablement Investment Research and Pracmentioning

confidence: 99%