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PurposeThe carbon complementary supply chain (CCSC) is a collaborative framework that facilitates internal carbon credit trading agreements among supply chain agents in compliance with prevailing carbon regulations. Such agreements are highly beneficial, prompting agents to consider joint investment in emission reduction initiatives. However, capital investments come with inevitable opportunity costs, compelling agents to weigh the potential revenue from collaborative investments against these costs. Thus, this paper mainly explores carbon abatement strategies and operational decisions of the CCSC members and the influence of opportunity costs on the strategic choice of cooperative and noncooperative investment.Design/methodology/approachThe authors propose a novel biform game-based theoretical framework that captures the interplay of pricing competition and investment cooperation among CCSC agents and assesses the impact of opportunity costs on CCSC profits and social welfare. Besides, the authors also compare the biform game-based collaborative scenario (Model B) to the noncooperative investment scenario (Model N) to investigate the conditions under which collaborative investment is most effective.FindingsThe biform game-based collaborative investment strategy enhances the economic performance of the traditional energy manufacturer, who bears the risk of opportunity costs, as well as the retailer. Additionally, it incentivizes the renewable energy manufacturer to improve environmental performance through renewable projects.Originality/valueThis research contributes significantly by establishing a theoretical framework that integrates the concepts of opportunity costs and biform game theory, offering new insights into the strategic management of carbon emissions within supply chains.
PurposeThe carbon complementary supply chain (CCSC) is a collaborative framework that facilitates internal carbon credit trading agreements among supply chain agents in compliance with prevailing carbon regulations. Such agreements are highly beneficial, prompting agents to consider joint investment in emission reduction initiatives. However, capital investments come with inevitable opportunity costs, compelling agents to weigh the potential revenue from collaborative investments against these costs. Thus, this paper mainly explores carbon abatement strategies and operational decisions of the CCSC members and the influence of opportunity costs on the strategic choice of cooperative and noncooperative investment.Design/methodology/approachThe authors propose a novel biform game-based theoretical framework that captures the interplay of pricing competition and investment cooperation among CCSC agents and assesses the impact of opportunity costs on CCSC profits and social welfare. Besides, the authors also compare the biform game-based collaborative scenario (Model B) to the noncooperative investment scenario (Model N) to investigate the conditions under which collaborative investment is most effective.FindingsThe biform game-based collaborative investment strategy enhances the economic performance of the traditional energy manufacturer, who bears the risk of opportunity costs, as well as the retailer. Additionally, it incentivizes the renewable energy manufacturer to improve environmental performance through renewable projects.Originality/valueThis research contributes significantly by establishing a theoretical framework that integrates the concepts of opportunity costs and biform game theory, offering new insights into the strategic management of carbon emissions within supply chains.
Introduction/Objectives: This Systematic Review (SR) explores digital ecosystems and their impact on strengthening productive chains. The objectives include analyzing the current state, characteristics, benefits, challenges, and opportunities associated with implementing digital ecosystems. The study focuses on the present state and implications of these ecosystems for enhancing productive chains. Methodology: Conducted according to PRISMA 2020 guidelines, this review includes 87 relevant articles on digital ecosystems sourced from Elsevier’s Scopus (56), ProQuest (21), SciELO (6), and Google Scholar (4). Results: There has been a notable increase in publications on this topic, with significant interest in original research articles and substantial contributions from the United States, Germany, and Russia in technological innovation. However, there is a significant gap in empirical research validating theoretical foundations. Digital ecosystems are emerging as key enablers of digital transformation and collaborative value generation, characterized by business cooperation, collaborative integration, automation, and innovation. Despite benefits such as increased efficiency and cost reduction, challenges include political barriers, limited connectivity, infrastructure issues, resistance to change, digital skills gaps, and high initial investment costs. Conclusions: The systematic review reveals a significant gap in research on digital ecosystems, highlighting a lack of empirical studies to validate existing theoretical foundations. This presents a clear opportunity for future research in this field. In analyzing the implementation of digital ecosystems in organizations, collaborative systems are emphasized as drivers of efficiency and cost reduction. Strategically addressing these challenges is essential for the successful implementation of digital ecosystems and maximizing their impact.
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