Orchestrating the digital transformation of a business ecosystem

Mann, Geoffrey; Karanasios, Stan; Breidbach, Christoph F.

doi:10.1016/j.jsis.2022.101733

Cited by 37 publications

(24 citation statements)

References 61 publications

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“…Future scholars working to identify boundary conditions of digital capabilities may benefit from following a similar analytical approach (see Appendix B). Moreover, because we found that firms also integrated new digital technologies with legacy IT systems, our study challenges the predominant view in the digital transformation literature that legacy systems represent liabilities to overcome (Mann et al, 2022;Sebastian et al, 2017;Vial, 2019). Especially for incumbent firms, many legacy systems are often deeply entrenched in organizational processes and must be integrated with newer technologies, not simply replaced.…”

Section: Contributions To the Digital Transformation Literaturementioning

confidence: 62%

Upgrading adaptation: How digital transformation promotes organizational resilience

Browder,

Dwyer,

Koch

2023

Strategic Entrepreneurship

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Research SummaryThis study explores how digital transformation can promote organizational resilience when incumbent firms face crises. We examine the intersection of digital transformation and resilience‐seeking processes through two longitudinal case studies of incumbent firms designated as “essential businesses” during the COVID‐19 pandemic. We analyze 72 crisis adaptations the firms implemented during the crisis to understand how previously underutilized digital capabilities upgraded each firm's ability to adapt to mitigate stakeholder risks and engage in resilience‐seeking rather than advantage‐ or opportunity‐seeking. We identify five digital capabilities—virtual access, virtual collaboration, data‐driven decision‐making, algorithmic reprogrammability, and assisted decision‐making—that arose from technologies acquired to enable digital transformation before the crisis. We discuss the concept of resilience opportunities and contribute to the literatures on digital transformation and organizational resilience.Managerial SummaryWhile studying the digital transformation of incumbent firms, we found that digital capabilities helped firms adapt during the COVID‐19 pandemic in ways that crisis management plans did not anticipate. As a result, these adaptations accelerated digital transformation initiatives that years of strategic planning had failed to achieve. We explain why the quantum leap in digital transformation helped these firms not only adapt during crisis, but digital adaptation also enabled them to bounce back more resilient and competitive than before the crisis. We show how the pursuit of organizational resilience can be a vital justification for investments in digital transformation. Strategic leaders play a critical role in not only adopting new technologies, but also in helping firms become more adaptive by combining new and legacy technologies.

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Section: Contributions To the Digital Transformation Literaturementioning

confidence: 62%

Upgrading adaptation: How digital transformation promotes organizational resilience

Browder,

Dwyer,

Koch

2023

Strategic Entrepreneurship

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“…Furthermore, future research should explore the dark side of sustainability aspects in service ecosystems. Biased perceptions and stereotypes (Huetten et al , 2019), a lack of capabilities and constraints related to digital and autonomous solutions (Mann et al , 2022) or unethical practices associated with service technology (Breidbach and Maglio, 2020) are but some issues that could heighten tensions or hinder service ecosystem sustainability. In summary, our foundational work builds on the SRPs of Ostrom et al (2021) and Field et al (2021) toward cultivating sustainable service ecosystems during turbulent times, and we encourage researchers and practitioners to further investigate this important topic.…”

Section: Discussionmentioning

confidence: 99%

Cultivating resilience for sustainable service ecosystems in turbulent times: evidence from primary health care

McColl-Kennedy,

Breidbach,

Green

et al. 2023

JSM

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Purpose The purpose of this paper is to investigate how and why some service ecosystems are more resilient and, consequently, more sustainable than others during turbulent times, and how resilience can be cultivated to enable pathways to service ecosystem sustainability. Design/methodology/approach This work integrates disparate literature from multiple service and sustainability literature streams, iterating through constant comparison with findings from 44 semistructured interviews conducted in the context of primary health care clinic service ecosystems. Findings The authors offer a novel conceptual framework comprising pillars (shared worldview, individual actor well-being and multiactor interactions), changing practices to cultivate resilience through resilience levers (orchestrators, individual actor effort, actor inclusivity and digitaltech–humanness approach), and pathways to service ecosystem sustainability (volume vs value, volume to value, volume and value). The authors demonstrate that service ecosystems need to change practices, integrating resources differently in response to the turbulent environment, emphasizing the importance of a shared worldview across the ecosystem and assessing different pathways to sustainability. Originality/value This paper offers new insights into the important intersection of service marketing, sustainability and health care. The authors provide guidance to practitioners aiming to cultivate resilience in service ecosystems to achieve pathways to sustainability in primary health care clinics. Finally, implications for theory are discussed, and directions to guide future service research offered.

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“…To create and capture value in the digital transformation, incumbent firms often develop an ecosystem strategy (see Ansari et al, 2016; Autio & Thomas, 2020; Besson & Rowe, 2012; Correani et al, 2020; ElSawy & Perreira, 2013; Furr et al, 2022; Hanelt et al, 2021; Iansiti & Lakhani, 2014; Mann et al, 2022; Sturgeon, 2021; Yoo et al, 2010). It is a “form of endogenous strategic action” that “seeks to shape the competitive context such that firms can build, leverage, and extend, rather than locate and occupy, a strong competitive position” (Autio, 2022: 96).…”

Section: Strategic Leaders' Ecosystem Vision and Digital Transformationmentioning

confidence: 99%

Strategic leaders' ecosystem vision formation and digital transformation: A motivated interactional lens

Reuter,

Floyd

2023

Strategic Entrepreneurship

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Research SummaryThe question of why and how strategic leaders differ in the ecosystems they envision is central to firms' digital transformation. We unpack the cognitive microfoundations of how strategic leaders form their ecosystem vision—a mental model of a firm's multilateral complementarities with its partners to realize a value proposition. Our motivated interactional lens emphasizes the role of strategic leaders' cognitive motivation for shaping four interaction types with (prospective) partners: participatory, selective, collaborative, and reclusive. We theorize how these interactions shape the changes strategic leaders make in their mental models, and thus, to envision different levels and types of complementarities with (prospective) partners in the digital transformation. Our theory illuminates the roles of strategic leaders, their cognitive motivations, and social interactions in firms' ecosystem leadership.Managerial SummaryDigital transformation is an ecosystem challenge for incumbent firms. As part of their ecosystem leadership, strategic leaders need to form a vision of how to complement their value offerings with (prospective) partners' offerings. This vision, in turn, can affect the types of ecosystems they enact. We develop a theoretical model that emphasizes the role of strategic leaders' cognitive motivation for the interactions they engage in with (prospective) partners and for the types of ecosystem visions they form as a result.

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Orchestrating the digital transformation of a business ecosystem

Cited by 37 publications

References 61 publications

Upgrading adaptation: How digital transformation promotes organizational resilience

Upgrading adaptation: How digital transformation promotes organizational resilience

Cultivating resilience for sustainable service ecosystems in turbulent times: evidence from primary health care

Strategic leaders' ecosystem vision formation and digital transformation: A motivated interactional lens

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