Auflistung nach Schlagwort "Ecosystem"
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- KonferenzbeitragCo-evolution in Business Ecosystems: Findings from Literature(40 Years EMISA 2019, 2020) Riasanow, Tobias; Flötgen, Rob Jago; Greineder, Michael; Möslein, Dominik; Böhm, Markus; Krcmar, HelmutThe innovative use of digital technologies has led to a disruption of well-established business models in many industries. To prevent from being disrupted, organizations must transform. However, studies about digital transformation have primarily focused on intra-organizational dynamics, including processes, structures, and business models. Digital transformation, however, substantially changes inter-organizational behavior, sometimes the entire ecosystem. To examine this phenomenon, we draw on co-evolution theory, which states that changes occur among all interacting organizations, permitting transformations to be driven by both direct interactions and ecosystem feedbacks. Thus, goal of this paper is to provide a structured overview of literature about the co-evolution of ecosystems in management, organizational science, and IS literature. Following the six properties of co-evolution, we develop a framework for the co-evolution in ecosystems, comprising 23 configurations, based on the analysis of 44 articles. Ultimately, we suggest avenues for future research.
- ZeitschriftenartikelDigitale Plattformen in der Praxis – Einsatz- und Entwicklungsmodelle(HMD Praxis der Wirtschaftsinformatik: Vol. 59, No. 5, 2022) Holler, Manuel; Dremel, Christian; Hehn, Jennifer; van Giffen, Benjamin; Galeno, GianlucaViele der wertvollsten Unternehmen der Welt betreiben ihr Geschäft auf Basis einer digitalen Plattform samt umgebendem Ökosystem. Während es in der Theorie zahlreiche Erklärungs-und Gestaltungsansätze für die erfolgreiche Umsetzung gibt, gelten diese wirtschaftlich attraktiven Geschäftsmodelle in der Praxis nach wie vor als herausfordernd. Auf der empirischen Grundlage von sieben Plattform-Innovationsprojekten und mit Methoden der Fallstudienforschung untersucht der vorliegende Artikel, welche Rolle digitale Plattformen in der Praxis spielen und wie diese Artefakte entwickelt werden können. Mit den Ergebnissen in Form von vier Einsatz- (Platform-as-a-Core, Platform-as-an-Evolution, Platform-as-an-Enabler, Platform-as-an-Add-On) und vier Entwicklungsmodellen (Methodic Problem Solvers, Methodic Strategists, Methodic Leaders, Ad-Hoc Developers) kann gefolgert werden: Digitale Plattformen können in der Praxis vielfältige Rollen einnehmen und deren Entwicklung kann mit unterschiedlicher Methodikintensität erfolgen. Für die Praxis profitieren Fach- und Führungskräfte von industrienahen Einblicken und abgeleiteten Handlungsempfehlungen. Für die Forschung wird der Wissensfundus im Bereich des Designs und der Entwicklung digitaler Plattformen erweitert. Many of the world’s most valuable companies operate their business on the basis of a digital platform and its surrounding ecosystem. While there are numerous explanation and design approaches for the successful implementation in theory, these commercially attractive business models are still considered challenging in practice. On the empirical basis of seven platform innovation projects and using case study research methods, this article examines which role digital platforms can play in practice and how these artifacts can be developed. With the results in the form of four deployment models (Platform-as-a-Core, Platform-as-an-Evolution, Platform-as-an-Enabler, Platform-as-an-Add-On) and four development models (Methodic Problem Solvers, Methodic Strategists, Methodic Leaders, Ad-Hoc Developers), it can be concluded: Digital platforms can take on multiple roles in practice and their development can take place with varying levels of methodology intensity. For practice, specialists and managers benefit from industry-related insights and derived recommendations for action. For research, the body of knowledge in the area of digital platform design and development is expanded.
- ZeitschriftenartikelEntwicklung von Mobile-Platform-Ecosystem-Strukturen und -Strategien(Wirtschaftsinformatik: Vol. 53, No. 5, 2011) Basole, Rahul C.; Karla, JürgenPlattform-Strukturen haben sich zu einem Kernelement technologie-orientierter Wirtschaftszweige entwickelt. Sie ermöglichen nicht nur neue Produkte und Dienstleistungen, sondern beeinflussen Strategien, die Ausgestaltung von Geschäftsmodellen und tragen zum Wandel ganzer Industrien bei. Insbesondere im Mobile-Business-Ecosystem spielen Plattformen eine herausragende Rolle. Der Erfolg der Smartphones hat zu einer starken Konkurrenzsituation zwischen den mobilen Plattformen geführt. Gerätehersteller, Netzwerkbetreiber und Anwendungsentwickler stehen im Fokus der Bemühungen der Plattformenbetreiber. Basierend auf der theoretischen Basis der Marktanalysen, strategischer Netzwerke und Business-Ecosystems wird in diesem Beitrag ein Visualisierungsansatz gewählt, um die Entwicklung einer globalen, unternehmensübergreifenden Marktstruktur zu untersuchen und genutzte Strategien der Plattformbetreiber über die vergangenen fünf Jahre zu verdeutlichen. Bedeutsame Unterschiede zwischen verschiedenen Plattform-Strategien werden aufgezeigt. Die sich daraus ergebenden Implikationen für das Mobile-Business-Ecosystem werden insbesondere mit Blick auf die „App Economy“ diskutiert.AbstractPlatforms have become a core fundament of many technology industries. Platforms not only enable new products and services but have also been shown to influence strategies, shape business models, and even transform entire industries. Platforms play a particularly important role in the mobile ecosystem. The success of smartphones has led to an intense battle of mobile platforms, each looking for ways to become the system of choice for mobile device manufacturers, mobile network operators, and mobile application developers. Drawing on theories of platform markets, strategic networks, and business ecosystems, this paper uses a visualization approach to study the evolving global interfirm structure and examines strategies used in the mobile platform ecosystem over the past five years. We identify important differences between mobile platform strategies and discuss their implications for both mobile ecosystem participants and the future of the app economy.
- KonferenzbeitragThe Generic InsurTech Ecosystem and its Strategic Implications for the Digital Transformation of the Insurance Industry(40 Years EMISA 2019, 2020) Greineder, Michael; Riasanow, Tobias; Böhm, Markus; Krcmar, HelmutThe emergence of insurance technology companies (InsurTechs) through the easy access of digital technologies is transforming the entire insurance industry and heralding a new era of business models. With digital technologies such as big data analytics, robo advisors, and mobile distribution models or block chain, InsurTechs are challenging the prevailing position of traditional insurance institutions. However, the literature does not provide a structured overview of digital transformation (DT) in the insurance industry, including strategic implications and inter-organizational innovation patterns. By analyzing 956 InsurTechs, this paper visualizes the 34 generic roles and value streams within the insurance ecosystem using the e3-value method. Moreover, through semi-structured interviews with industry experts, we identify and discuss five strategic implications following seven inter-organizational innovation patterns of DT in the insurance industry. We contribute to the literature by examining DT in the insurance industry from an inter-organizational perspective. Practitioners may apply the model to position themselves in a digital insurance ecosystem and to identify disruptive actors or potential business opportunities.
- ZeitschriftenartikelHerausforderungen in der Gestaltung der interorganisationalen Zusammenarbeit in IIoT-Ökosystemen – Eine Fallstudie im Maschinen- und Anlagenbau(HMD Praxis der Wirtschaftsinformatik: Vol. 59, No. 5, 2022) Walleser, Nico; Schmiedle, Laura; Petrik, Dimitri; Rost, MartinIIoT-Ökosysteme ermöglichen unter anderem Unternehmen aus der produzierenden Industrie ihren Kunden ein Wertangebot zu schaffen, das ohne die Zusammenarbeit mit Partnern und Wettbewerbern nicht realisierbar wäre. Besonders im Business-to-Business (B2B) Markt ist die Zusammenarbeit im Rahmen von IIoT-Ökosystemen bislang noch unzureichend erforscht. Wir untersuchen deshalb in einer empirischen Einzelfallstudie die Zusammenarbeit in einem IIoT-Ökosystem im B2B-Kontext. Im Fokus steht dabei ein europäisches Maschinenbauunternehmen, welches in der Rolle des Orchestrators im Ökosystem agiert. Die Ergebnisse der Interviewstudie zeigen, dass besonders die Herausforderungen fehlendes Vertrauen, Ausbalancieren von Interessen, Informationsflüsse, unklare Zuständigkeiten, Integration von externen Partnern und das Geschäftsmodell die Zusammenarbeit in Ökosystemen erschweren. Mit Hilfe eines Expertenworkshops konnten Gestaltungsempfehlungen zur Adressierung dieser Herausforderungen erarbeitet werden. Der Beitrag legt dar, welche Herausforderungen in der Zusammenarbeit innerhalb von IIoT-Ökosystemen auftreten und wie diese durch geeignete Gestaltungsempfehlungen bewältigt werden können IIoT ecosystems enable companies from the manufacturing industry, among others, to provide their customers with a value proposition that would not be possible without collaboration with partners and competitors. Especially in the business-to-business (B2B) market, collaboration in the context of IIoT ecosystems has been insufficiently researched so far. We therefore investigate collaboration in an IIoT ecosystem in a B2B context using an empirical case study (documents, interviews, expert workshop). The study focuses on a European mechanical engineering company that acts in the role of an orchestrator in the ecosystem. The results of the interview study show that the challenges of lack of trust, balancing of interests, information flows, unclear responsibilities, integration of external partners and the business model in particular make cooperation within ecosystems difficult. With the help of an expert workshop design recommendations for addressing these challenges could be developed. The paper outlines the challenges that arise in collaboration within IIoT ecosystems and how these can be overcome through appropriate design recommendations
- KonferenzbeitragTowards a Standardization Ecosystem for Industry 4.0(INFORMATIK 2023 - Designing Futures: Zukünfte gestalten, 2023) Legat, Christoph; Böll, MarvinThe proliferation of standards, norms and specifications across different industries poses a significant challenge to organizations trying to navigate this complex landscape. This paper addresses this challenge by identifying and discussing selected characteristics that facilitate the distinction of different publication formats such as specifications, norms, and standards. It also examines the inherent characteristics of their development process, including consensus mechanisms, levels of influence and accessibility. In addition, inherent characteristics of the development process for standards, norms and specifications is discussed. The level of consensus is identified as a critical factor, as it reflects the degree of agreement among stakeholders during the development phase. The degree of influence exerted by different organizations or bodies is examined, shedding light on the authority and influence of different publications and organizations. Accessibility is identified as another important characteristic. The study of these characteristics is a first step towards a holistic navigation mechanism for users, experts, and organizations to gain a better understanding of the diverse landscape of standards, norms, and specifications, thus enabling informed decision-making on which publications to follow, which to prioritize, and where to bring in ideas and challenges to be addressed in the context of open innovation. In addition, the results can provide guidance to standards bodies on recent shortcomings in their offerings and limitations in current models of collaboration with other standardization and research institutions.