This thesis aims to identify business ecosystem’s embedded factors as potential drivers for business model innovations, and thus to contribute to an expansion of innovation opportunities. In the context of the consideration of different ecosystem concepts, first, their characteristics and roles are presented, to make a precise distinction related and traditional structures (e.g. value network, supply chain).
Innovation ecosystems, business ecosystems, and platform ecosystems are considered in this study and empirically examined employing a multiple case study. To ensure the value of the study, only companies that have implemented a business model innovation within one of the defined ecosystems were included.
Innovations within the value chain of a single company can no longer fully satisfy new and dynamic customer needs. It is, therefore, appropriate to intensify the network of relationships outside the company. This is remedied by the value contribution resulting from the companies' ecosystems, which is higher than that of individual companies. However, in the ecosystem’s environment, the success of a company is strongly dependent on the success of its diverse and changing collaborations with other companies of different sizes and types. Due to the embedding in different ecosystems, the understanding of a company as an independent strategic actor is no longer appropriate in every case.
Table of Content
I. INTRODUCTION
I.1 MOTIVATION AND PROBLEM DEFINITION
I.2 RESEARCH QUESTION AND OBJECTIVE
I.3 THESIS STRUCTURE
II. THEORETICAL BACKGROUND
II.1 METHODOLOGY FOR THE LITERATURE RESEARCH
II.2 THE BUSINESS ECOSYSTEM CONCEPT
II.2.1 Emergence and evolution of the ecosystem concept
II.2.2 Roles in an ecosystem
II.2.3 Characteristics of the ecosystem concept
II.2.4 Clarifying the innovation ecosystem concept
II.3 BUSINESS MODEL INNOVATION
II.3.1 Business Model
II.3.2 BMI status quo
II.3.3 Drivers of the Level of BMI
II.3.4 Business model innovation in business ecosystems
III. ANALYSIS OF ECOSYSTEM’S EMBEDDED FACTORS THAT DRIVE BUSINESS MODEL INNOVATIONS
III.1 METHODOLOGY
III.1.1 Feasibility of the desired object of investigation
III.1.2 Research Design
III.1.3 Data collection
III.1.4 Analysis and interpretation
III.1.5 Reliability, validity, and limitations of the study
III.2 DISCUSSION OF THE RESULTS
III.2.1 Results of the individual case analysis
1. Case 1: Case Alpha
2. Case 2: Case Beta
3. Case 3: Case Delta
4. Case 4: Case Gamma
5. Case 5: Case Epsilon
III.2.2 Results of the cross-case case analysis
III.3 EVALUATION OF THE RESULTS
III.3.1 Theoretical contributions
III.3.2 Practical contributions
IV. FINAL EVALUATION
IV.1 SUMMARY
IV.2 LIMITATIONS
IV.3 FURTHER RESEARCH AND OUTLOOK
Research Objectives and Core Themes
This thesis aims to explore how embedded factors within various business ecosystems act as drivers for business model innovations (BMI). By identifying and analyzing these factors through a multiple case study approach, the research seeks to bridge the gap between ecosystem theory and practical application, providing insights into how companies can leverage their ecosystem roles and interdependencies to successfully innovate their business models in an increasingly blurred industry environment.
- Theoretical foundation of business ecosystems and business model innovation.
- Empirical analysis through five distinct company case studies (Alpha, Beta, Delta, Gamma, Epsilon).
- Identification of ecosystem-driven factors and their role in facilitating BMI.
- Comparative analysis of how ecosystem roles and interdependencies influence innovation outcomes.
Excerpt from the Publication
1. Case 1: Case Alpha
Alpha is one of the biggest video-on-demand platforms in the world. Alpha's ad-free offer is available around the clock for individual retrieval. The business model is divided into two forms of billing, a monthly package, a subscription, where a monthly flat rate is charged and the individual retrieval via the Alpha store, where the billing is based on actual usage. For several years Alpha has been part of a large multimedia group and is continuously trying to expand its offer with new business models.
The Alpha company has developed an application to offer its streaming services on external platforms. In the case of this case, the innovation was that passengers want to stream during the journey. The user should be able to use the streaming services while the train is in motion. Besides, the streaming offer was individually adapted to the travel time of the customer. Thus, it was a novel solution at that time, and the user was to be offered a better travel experience.
Who? In the superordinate ecosystem, it is the user on the train who could access various services through the platform. From Alpha's point of view, the mobility service provider or its platform was the target customer for the application, and the end-user was the customer for the streaming service.
Summary of Chapters
I. INTRODUCTION: Provides the motivation for the study by highlighting the transition to an ecosystem-driven economy and defines the central research questions regarding how ecosystems enable business model innovation.
II. THEORETICAL BACKGROUND: Reviews existing literature on business ecosystems and business model innovation, establishing the conceptual framework and defining key terms like "business ecosystem" and "BMI".
III. ANALYSIS OF ECOSYSTEM’S EMBEDDED FACTORS THAT DRIVE BUSINESS MODEL INNOVATIONS: Describes the methodological approach of conducting multiple case studies and presents the empirical findings from five different companies, followed by a cross-case evaluation.
IV. FINAL EVALUATION: Summarizes the key findings of the thesis, acknowledges limitations of the research, and provides an outlook on future research directions in the field of ecosystem-based business model innovation.
Keywords
Business Ecosystem, Business Model Innovation, BMI, Innovation Ecosystem, Platform Ecosystem, Ecosystem Roles, Value Creation, Interdependencies, Co-evolution, Strategic Management, Digitalization, Multi-homing, Case Study, Ecosystem Governance, Ecosystem Drivers.
Frequently Asked Questions
What is the core focus of this thesis?
The thesis focuses on identifying how factors embedded within business ecosystems can act as potential drivers for business model innovations, moving beyond the traditional focal company perspective.
What are the primary themes discussed?
The work covers the evolution of the business ecosystem concept, definitions of business models, the specific role of ecosystems in enabling innovation, and the empirical examination of real-world business cases.
What is the main research objective?
The objective is to understand how innovation, business, or platform ecosystems enable business model innovation and to identify which specific ecosystem roles influence these processes.
Which scientific method is applied?
The research employs a qualitative research design, specifically a multiple case study approach, involving expert interviews and the analysis of primary and secondary data from five selected companies.
What does the main body cover?
The main body integrates theoretical foundations with empirical research, detailing the methodology, performing individual and cross-case analyses of five companies (Alpha, Beta, Delta, Gamma, Epsilon), and evaluating the theoretical and practical contributions.
Which keywords define this work?
Key terms include Business Ecosystem, Business Model Innovation (BMI), Ecosystem Roles, Interdependencies, and Digitalization.
How is the "ecosystem" concept clarified in the text?
The text differentiates between various types of ecosystems, such as business, innovation, and platform ecosystems, based on their specific participants, structures, and intended outputs, while excluding purely entrepreneurial or knowledge-based concepts for this study.
What is the significance of "multi-homing" mentioned in the findings?
Multi-homing is identified as a strategic approach where a company positions a business model innovation across multiple ecosystems to increase output and capture more value.
How does the research address the role of the "leader" in an ecosystem?
The analysis highlights that the ecosystem leader often orchestrates the business model innovation, providing critical infrastructure, managing partnerships, and setting participation rules that enable other actors to contribute.
What is the practical takeaway for managers?
Managers are advised to adopt a wider lens, considering ecosystem interdependencies rather than just firm-level resources, and to develop partnership capabilities to navigate and leverage the ecosystem for innovation.
- Arbeit zitieren
- Anonym (Autor:in), 2020, Leveraging Embedded Factors of Business Ecosystems. A Potential Driver for Business Model Innovations, München, GRIN Verlag, https://www.grin.com/document/1012568
