The emergence of the ecosystem management function in B2B firms

Gomes, Leonardo Augusto de Vasconcelos; Facin, Ana Lúcia Figueiredo; Leal, Lorena Fernandes; Zancul, Eduardo de Senzi; Salerno, Mário Sérgio; Borini, Felipe Mendes

doi:10.1016/j.indmarman.2021.12.015

Cited by 20 publications

(42 citation statements)

References 93 publications

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“…Building on the regulation’s notion (Griffin and Grote, 2020; Gomes et al. , 2022a), Regulative Performance contributes to the literature by offering an initial solution to this issue and, consequently, the flexibility–stability paradox.…”

Section: Discussionmentioning

confidence: 99%

“…We developed a conceptual framework (in line with Eisenhardt, 1989;Gomes et al, 2022a) that guided our empirical research (data collection and analysis). Our conceptual framework (Figure 1) merged three different research streams: performance management, ecosystem management research and uncertainty theory.…”

Section: Conceptual Frameworkmentioning

confidence: 99%

“…Building on the regulation's notion (Griffin and Grote, 2020;Gomes et al, 2022a), Regulative Performance contributes to the literature by offering an initial solution to this issue and, consequently, the flexibility-stability paradox. Regulative Performance changes the performance target analysis to accept both scenarios: worsening and improving performance in response to exogenous disruptions (more frequently related to ES) and endogenous disruptions (regarding EBS) in uncertain ecosystems.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

“…We developed a conceptual framework (in line with Eisenhardt, 1989; Gomes et al. , 2022a) that guided our empirical research (data collection and analysis).…”

Section: Literature Reviewmentioning

confidence: 99%

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Performance measurement and management systems for dealing with strategies in uncertain ecosystems

Gomes

Hourneaux

Facin

et al. 2022

IJOPM

Self Cite

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PurposeAlthough there is a growing research stream on Performance Measurement and Management Systems (PMMS) in Ecosystems literature, current research offers limited theoretical insights into how PMMS deal with two types of strategies in uncertain ecosystems: ecosystem-based strategy – EBS (at the focal firm level) and ecosystem strategy – ES (at the ecosystem level). This study aims at identifying how PMMS are employed to deal with different types of strategies in uncertain ecosystems.Design/methodology/approachThe authors employed an inductive, rich multiple case approach in five focal firms with platform ecosystems. Data collection involved multiple sources of information (primary and secondary data), combing retrospective and longitudinal perspectives. Data analysis combined replication and comparison logic with coding.FindingsThis study identifies four major distinctive dimensions of Ecosystem PMMS under uncertainty: (1) Integrative Performance (considering the different ecosystem actors’ performance), (2) Interdependence Performance (mutual, yet not necessarily convergent amongst ecosystem partners), (3) Regulative Performance (paradoxical in nature, having to cope with both flexibility and stability) and finally (4) Phased Learning Performance (non-linear).Research limitations/implicationsOur primary contribution is a new framework for PMMS literature: a performance measurement and management system for dealing with strategies in ecosystems. This framework enables managing performance regarding both types of strategies (EBS and ES) and their interplay in uncertain ecosystems.Practical implicationsThe ecosystem management requires focal firms to measure and manage the overall ecosystem’s performance, and it varies according to the type of strategy adopted in each case. Our framework provides dimensions that guide firms to build and implement PMMS for an ecosystem consistent with the ES. Therefore, it may improve performance, especially in uncertain business contexts.Originality/valueThe findings enrich PMMS literature in an ecosystem context related to the ES in uncertain environments.

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Section: Discussionmentioning

confidence: 99%

Section: Conceptual Frameworkmentioning

confidence: 99%

Section: Theoretical Contributionsmentioning

confidence: 99%

“…We developed a conceptual framework (in line with Eisenhardt, 1989; Gomes et al. , 2022a) that guided our empirical research (data collection and analysis).…”

Section: Literature Reviewmentioning

confidence: 99%

See 2 more Smart Citations

Performance measurement and management systems for dealing with strategies in uncertain ecosystems

Gomes

Hourneaux

Facin

et al. 2022

IJOPM

Self Cite

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“…Sensing and shaping r requires that all leaders across levels are alert to and capable of evaluating opportunities afforded by digital technologies. The article in our Special Issue by Gomes et al (2024) “ Entrepreneurial judgment governance adaptation for digital transformation in established firms” addresses the challenges of distributing sensing and shaping capabilities throughout the organization. The authors define entrepreneurial judgment governance as the process by which strategic leaders grant, organize, and coordinate decision rights to allocate resources and transform opportunities into valuable innovations.…”

Section: Editorial Process and Framingmentioning

confidence: 99%

Leading digital transformation in incumbent firms: A strategic entrepreneurship framing

Simsek,

Heavey,

König

et al. 2024

Strategic Entrepreneurship

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Today's business landscape is undergoing a profound shift as digital technologies reshape and even create entirely new industries around digital disruptors. Although the unique properties and affordances of digital technology are bound to create many entrepreneurial opportunities for new types of innovation (Nambisan et al., 2017;Yoo et al., 2012), seizing those opportunities requires that firms undertake a digital transformation (Furr et al., 2022).Building from recent reviews of the topic (Hanelt et al., 2021;Vial, 2019), we define digital transformation as substantive strategic, organizational, and ecosystem changes through which firms seek to leverage digital technology to pursue new strategies, business models, and capabilities.Research suggests that digital transformation should be especially challenging for established or legacy organizations-so-called incumbents (Eggers & Park, 2018). Because many incumbent firms have architectural systems refined and optimized for analog environments, digital technologies often render their existing competencies obsolete (Tushman & Anderson, 1990). Digital technologies also challenge established paradigms of how value is created and captured in the larger business ecosystem (Ansari et al., 2016). Thus, contrary to de novo entrepreneurial firms, most incumbents need to acquire and assimilate substantially different resources and adapt new organizational processes and structures to embrace digital transformation (Bradley & O'Toole, 2016). Incumbents also face significant socio-cognitive barriers to change when they need to undergo digital transformation, including inertia in cognition and capabilities (

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Imperative zur Abgrenzung der strategischen Implementierung digitaler Plattformgeschäftsmodelle im B2B-Bereich

Meier,

Stocker,

Schildhauer

2024

Schwerpunkt Business Model Innovation

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The emergence of the ecosystem management function in B2B firms

Cited by 20 publications

References 93 publications

Performance measurement and management systems for dealing with strategies in uncertain ecosystems

Performance measurement and management systems for dealing with strategies in uncertain ecosystems

Leading digital transformation in incumbent firms: A strategic entrepreneurship framing

Imperative zur Abgrenzung der strategischen Implementierung digitaler Plattformgeschäftsmodelle im B2B-Bereich

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