Innovation in Evolving Business Ecosystem: A Case Study of Information Technology-Based Future Health and Exercise Service

Annanperä, Elina; Liukkunen, Kari; Markkula, Jouni

doi:10.1142/s0219877015500157

Cited by 13 publications

(7 citation statements)

References 17 publications

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“…Given the fact that diverse resources and capabilities are shared, multiple outputs can be reached, even simultaneously. Partnerships composed by actors with balanced power distribution enable bundling such synergic resources (Annanper€ a et al, 2015), thus supporting mutual processes of value co-creation and sharing (Russo-Spena et al, 2017), which are sometimes difficult to be set. The implementation of open platforms at IE level supports sharing, too and are facilitated by the formulation of dedicated policies.…”

Section: Relations Between Internal Processes and Outputsmentioning

confidence: 99%

Section: Discussing Relations Of Inputs and Processes With Outputsmentioning

confidence: 99%

“…Mechanisms can evolve from more to less informal (Ritala et al, 2013) throughout the IE lifecycle: when IEs are in their birth phase, both formal and informal mechanisms are key. When the maturity of the IE increases, usually with its dimension and complexity, mechanisms tend to be formalized and managed by dedicated functions at IE level (Annanper€ a et al, 2015;Su et al, 2018). or by independent actors.…”

Section: Internal Mechanismsmentioning

confidence: 99%

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Uncovering value creation in innovation ecosystems: paths towards shared value

Arena

Azzone²,

Piantoni³

2021

EJIM

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PurposeAlthough innovation ecosystems (IEs) are generally considered capable of creating shared value (SV), this potentiality has often been taken for granted and not deeply analysed, yet. As a result, in the literature, there is not a framework that defines the process of SV creation in IEs or which aspects should be considered for understanding it. Moving from these considerations, this paper aims to propose a conceptual model of how IEs can create SV, identifying the main building blocks of the process and the aspects that characterize these building blocks.Design/methodology/approachThe authors reviewed the literature on IEs and value creation over the last 15 years, by structurally analysing 120 articles. On the basis of such review, the authors identified main dimensions of analysis focusing on the conceptualization of SV in IEs.FindingsFirst, the authors developed a conceptual model relying on a process-based logic and framing the SV creation in terms of inputs, here intended as four key characteristics (actors, structure, governance and relations), internal processes (strategies and internal mechanisms) and outputs (the value created). Second, each element of value creation is explored, highlighting the main evidence emerging from prior studies in connection to each block.Originality/valueThis paper drives the identification of some relevant relationships that connect the characteristics of the IEs, the strategies and the internal mechanisms to the output of the process, i.e. the SV created.

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Section: Relations Between Internal Processes and Outputsmentioning

confidence: 99%

Section: Discussing Relations Of Inputs and Processes With Outputsmentioning

confidence: 99%

Section: Internal Mechanismsmentioning

confidence: 99%

See 1 more Smart Citation

Uncovering value creation in innovation ecosystems: paths towards shared value

Arena

Azzone²,

Piantoni³

2021

EJIM

View full text Add to dashboard Cite

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“…More than half of the definitions (21) consider only one to two components. These 21 definitions all refer to a “network of different actors.” In case a second component is included, “network of different actors” is most often combined with “interdependencies between individual members.” Of all definitions, that of Annanperä et al (2016) involves the most components under study, namely, five: network of different actors, offerings of complementary products and services, cocreated value propositions, focus on customer value and integration of cross-industry members. As one of the few studies to do so, it explicitly addresses the component “complementary products and services.” Annanperä et al (2016, p. 1) define the business ecosystem:…”

Section: Analyzing Business Ecosystem Definitions Leading To a New St...mentioning

confidence: 99%

In search of a consensus definition of business ecosystems: a qualitative study

Felch

Sucky²

2022

JM2

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Purpose Despite the constantly increasing number of publications in the field of business ecosystems, there are indications that a precise definition that appropriately captures the business ecosystem mindset is not yet available. Therefore, the purpose of this paper is to provide a consensus definition of business ecosystems. Design/methodology/approach Using structured content analysis, this paper examines a total of 43 definitions in terms of their core components. Findings The results indicate that the existing definitions focus only on single components, e.g. “network of actors,” thereby omitting other essential components, such as “cocreated value proposition” or “shared fate.” Consequently, it seems appropriate to develop a consensus definition that combines the perspectives of the academic and practitioner communities. Originality/value The proposed definition is more comprehensive than the prevailing definitions and represents a synthesis of previous considerations on business ecosystems. Such a definition will support researchers in developing a sound business ecosystem theory that will guide practitioners in the efficient design and management of business ecosystems in the long term.

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“…Relationship between barriers and key factors barriers and boost dairy production. The business ecosystem concept which comprises the multiple players compose the business environment, such as producers, producer cooperatives, universities, city halls, government, research institutes, government institutions that interact in an integrated way for value creation in this business environment (Moore, 1993(Moore, , 1996Valkokari, 2015;Annanperä et al, 2015;Winn and Pogutz, 2013). Among the main advantages of the business ecosystem approach to dairy farming, Bonamigo et al (2016a) emphasize that innovation and interaction among the multiple actors of the dairy production system be boosted, so that advantages are generated, such as sharing knowledge and resources.…”

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confidence: 99%

Relationship between barriers and key factors of dairy production in Santa Catarina, Brazil

Ferenhof

Bonamigo

Cunha

et al. 2019

BFJ

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Purpose The purpose of this paper is to verify if, in the dairy business ecosystem (dairy farmers, dairy cooperatives, government, research agencies, consultants and financial institutions) perspective, the dairy production barriers presented by Bonamigo et al. (2016b) can be mitigated through the dairy production key factors indicated in the literature. Design/methodology/approach To achieve the proposed goal of this study, the methodology used for the study comprises three stages: exploratory search in the literature to identify barriers and drivers of dairy production, data collection and statistical model. For the first stage, the authors conducted exploratory research in the literature, to better understand the dairy production ecosystem and to find arguments that characterize the barriers and drivers of this activity. In the second stage, a structured questionnaire with 13 closed-ended questions in a single block, with ordinal responses, following the suggestion of Likert (1932), was developed and applied to the dairy production ecosystem players of Santa Catarina, Brazil. A total of 305 responses suitable for analysis based, that were analyzed through an exploratory factorial analysis and modeling of structural equations via partial least squares, resulting in the Statistical model. Findings Based on the analyses results, the authors verified that there is an inverse association between the characteristics of the barriers and the dairy production key factors. In this sense, the authors can confirm that the increase of the loads in the dairy production key factors, reduce loads of the milk production barriers. Based on the results of this test, new theoretical and practical insights can be identified to develop new studies with the aim of boosting the dairy sector development as well as providing support in the decision making of the dairy system players. Research limitations/implications This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of dairy production. It seems reasonable to assume that the review process covered a significant proportion of studies available. Originality/value It is the first study that compares identifies barriers and key factors of dairy production in Santa Catarina using as an analytical lens the business ecosystem.

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Innovation in Evolving Business Ecosystem: A Case Study of Information Technology-Based Future Health and Exercise Service

Cited by 13 publications

References 17 publications

Uncovering value creation in innovation ecosystems: paths towards shared value

Uncovering value creation in innovation ecosystems: paths towards shared value

In search of a consensus definition of business ecosystems: a qualitative study

Relationship between barriers and key factors of dairy production in Santa Catarina, Brazil

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