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Information technology and the Internet favour the development of business networks, in which business partners cooperate to produce composite products and services that meet the customer needs. Customer participation in these networks, even though necessary, is usually neglected or submissive to the needs of the business enterprises. Based on the...
Context in source publication
Context 1
... business model that illustrates the operation of cus- tomer-centric business ecosystems is depicted in fig. 2. The platform is placed at the centre; it is a hub that intercon- nects the customer, business firms and other organisations that participate in the production of composite unique products and services. The platform can be seen as the keystone entity of the customer-centric business ecosystem. It offers the mecha- nism for customer ...
Citations
... Destinations operate like business networks of tourism providers and stakeholders who are linked together, collaborate in order to attain both individual and common objectives and interact in a coordinated way, with the actions of each member affecting the others (Manente and Minghetti, 2006). Destinations as business ecosystems build on the concept of ecosystems as environments that host a variety of species that share resources, face a mutual fate, need to collaborate and support each other in order to achieve common goals, but also compete with each other for the acquisition of the sparse resources and the accomplishment of individual goals (Fragidis et al., 2007). ...
Purpose: The paper suggests goal modelling as a method for the strategic analysis in tourism destinations. Destination management is quite complex and challenging and requires deep understanding of the intentions, the roles and the strategies of the various stakeholders.
Methods: This paper identifies the challenges and major issues of destination management, evaluates the capacity of goal modelling to address them and demonstrates the use of goal modelling for stakeholder and strategic analysis.
Results: The paper provides a holistic, multi-level modelling approach that begins with stakeholder analysis, continues with the analysis of strategic dependencies between stakeholders and ends with the analysis of the strategic alignment of the Destination Management Systems. Goal modelling is used for the analysis of the
roles and functions of stakeholders, the analysis of the interdependencies between stakeholders in terms of goals, tasks and resources, the selection between alternative business configurations, and the business model and strategic analysis.
Implications: Three important issues of destination management are addressed: stakeholder analysis, strategic dependency analysis, and strategic alignment of information systems. The formalism of goal modelling can provide rigor and visualization in the analysis of the complex relationships in destination management.
... 26). Until today, research on this concept has been extensive [27] focusing on different aspects of business ecosystems, e.g., the technological aspect of a core technology or a technological system in the center of the business ecosystem [28,29], the network aspect [30,31] or interconnectedness/interdependencies [32,33], to name just a few. Sako [34] defined three meta-characteristics of business ecosystems-sustainability, self-governance, and evolution-to contribute to a better distinction of the ecosystem concept from clusters or networks. ...
Smart mobility is a central issue in the recent discourse about urban development policy towards smart cities. The design of innovative and sustainable mobility infrastructures as well as public policies require cooperation and innovations between various stakeholders—businesses as well as policy makers—of the business ecosystems that emerge around smart city initiatives. This poses a challenge for deploying instruments and approaches for the proactive management of such business ecosystems. In this article, we report on findings from a smart city initiative we have used as a case study to inform the development, implementation, and prototypical deployment of a visual analytic system (VAS). As results of our design science research we present an agile framework to collaboratively collect, aggregate and map data about the ecosystem. The VAS and the agile framework are intended to inform and stimulate knowledge flows between ecosystem stakeholders in order to reflect on viable business and policy strategies. Agile processes and roles to collaboratively manage and adapt business ecosystem models and visualizations are defined. We further introduce basic categories for identifying, assessing and selecting Internet data sources that provide the data for ecosystem models and we detail the ecosystem data and view models developed in our case study. Our model represents a first explication of categories for visualizing business ecosystem models in a smart city mobility context.
... These transformations create the need for lifelong learning among citizens, employees, and leaders of organizations (Harteis, 2017). This article points out that the introduction of digital technology gives rise to new types of networks in industrial work-namely business ecosystems (Fragidis, Tarabanis, & Koumpis, 2007)-and creates learning needs for the participants. ...
... The current study focuses on a business ecosystem in the textile, clothing, and interior printing industry which was constructed in the course of a publicprivate-funded research project. Business ecosystems are co-evolutionary business networks of organizations and individuals; they include designers, producers, suppliers, customers, and other stakeholders that interact to produce complex products and services (Fragidis et al., 2007). The project was coordinated by Helsinki Metropolia University of Applied Sciences and involved professionals from design, printing, material production, higher vocational education, and academic research as well as students and potential consumer-customers. ...
... The search for service concepts that use advanced information technology is typical for current business ecosystems. According to Fragidis et al. (2007), technological platforms perform a new business role as an intermediary for the realization of the configuration and operation of customer-centric business ecosystems. Figure 1 depicts the network setting of the key participants, the objects of individual activities, and the potentially emerging shared object (in the centre). ...
This article investigates the learning of a digital printing network that was seeking sustainable collaboration in the textile, clothing, and interior printing industry. Digitalization is transforming work, giving rise to new types of networks and creating learning challenges for participants. The object of digital printing activity becomes heterogeneous, open-ended, and indefinite. The concept of the complex object of work, which is based on cultural-historical activity theory, is introduced to examine the dynamics between the digitalization of work and network learning. Data were collected at the starting phase of the network collaboration, when participants discussed the future object of the digital printing activity. The participants were involved in design, textile manufacturing, digital printing, vocational education, and research, and consumer-customers were also represented. The authors argue that revealing the complexity of the object of work on multiple levels of learning is crucial to enhancing innovation in the networks of the digital age.
Keywords
business ecosystem; cultural-historical activity theory; expansive learning; learning in networks; work-life learning
... However, no definitive research has been conducted to measure the effects of customer participation on the business ecosystem health. A lack of robust understanding about those effects could lead on the one hand to misconceptions about the customers' role in business ecosystems (Fragidis et al., 2007a(Fragidis et al., , 2007b, and on the other hand to insufficiently accurate customer strategy designed to facilitate co-creation. ...
... Third, the simulation results highlight the importance of customers as core members of business ecosystems, who can influence business ecosystem health through participation in business processes. Fragidis et al. (2007aFragidis et al. ( , 2007b argued that the importance of customer participation in business ecosystems has been underestimated. The simulation results show that customer participation has a significant influence on the keystone's performance and business ecosystem health. ...
Today, customers are not only consuming products and services but also actively participating in creating value. However, there is little research on customer participation in business ecosystems. As such, effects of customer participation in business ecosystems remain under-researched. The purpose of this study is to measure the effects of customer participation on business ecosystem health. This study analyses the effects of customer participation by proposing an experimental framework that combines system dynamics modelling and fuzzy sets. The study identifies and simulates four types of business ecosystems (open customer-intensive, modest, partner-collaborated, and vertically controlled). The simulation results suggest that customer participation positively influences business ecosystem leader’s (keystone) financial performance, innovation capability, and the business ecosystem’s health. The simulation results show that: a) customer participation in production in operations, design, delivery, and sales positively influences a keystone’s revenue and business ecosystem health; b) customer participation in promotion and idea generation increases a keystone’s innovation capability. Furthermore, the results show that the effect of customer participation varies across the four types of business ecosystems. This study offers important theoretical and practical implications on four types of business ecosystems. They help practitioners develop better strategies to involve customers into co-creation and enhance the health of the business ecosystem.
... [54] looks at open source innovation practises in non–software domains and is more loosely connected to [46, 53]. Central publications for Community 2 focuses on business models and ecosystems [55, 56] and the digital and mobile domain [49]. For Community 5, the central documents focus specifically on software ecosystem [57, 58] and on service innovation specifically in information system [59]. ...
This study structures the ecosystem literature by using a bibliometrical approach in analysing theoretical roots of ecosystem studies. Several disciplines, such as innovation, management and software studies have established own streams in the ecosystem research. This paper reports the results of analysing 601 articles from the Thomson Reuters Web of Science database, and identifies ten separate research communities which have established their own thematic ecosystem disciplines. We show that five sub-communities have emerged inside the field of software ecosystems. The software ecosystem literature draws its theoretical background from (1) technical, (2) research methodology, (3) business, (4) management, and (5) strategy oriented disciplines. The results pave the way for future research by illustrating the existing and missing links and directions in the field of the software ecosystem.
... [54] looks at open source innovation practises in non-software domains and is more loosely connected to [46,53]. Central publications for Community 2 focuses on business models and ecosystems [55,56] and the digital and mobile domain [49]. For Community 5, the central documents focus specifically on software ecosystem [57,58] and on service innovation specifically in information system [59]. ...
This study structures the ecosystem literature by using a bibliometrical approach by analysing theoretical roots of ecosystem studies. Several disciplines, such as innovation, management and software studies have established own streams in the ecosystem research. This paper reports the results of analysing 601 articles from the Thomson Reuters Web of Science database, and identifies ten separate research communities which have established their own thematic ecosystem disciplines. We show that five sub-communities have emerged inside the field of software ecosystems. The software ecosystem literature draws its theoretical background from 1) technical, 2) research methodology, 3) business, 4) management, and 5) strategy oriented disciplines. The results pave the way for future research by illustrating the existing and missing links and directions in the
field of the software ecosystem.
... Ecosystems which impacts business ecosystem's productivity through quantity and quality of those inputs (Bitner et al., 1997; Fragidis et al., 2006 Fragidis et al., , 2007).Holland and Baker, 2001). Kim et al. (2008; investigated the role of IT in business ecosystems and found that IT plays an important role for individual companies as well as tocreation in the business ecosystems. ...
Most studies regarding business ecosystems consider members of collaborative
business networks such as suppliers, business partner, and vendors. That is, most
studies ignore the importance of customer participation in business ecosystems.
Advanced information technologies enable customers to cooperate and co-create value
in business ecosystems. In this paper, we propose a framework for classifying
business ecosystems based on customer participation. We measure customer
participation based on two dimensions, in which one is a type of platform classified
into open and closed systems; the other is the level of customer participation
expressed as high and low. We
analyze cases of each type of business ecosystem by providing evidence of cases such
as Microsoft, Amazon and Twitter, and present strategic guidelines for each type of
business ecosystems.
... The concepts mentioned above focus on the business strategy of companies while customer participation and the essence of service are not emphasized, of which the negative effects were analyzed by Garyfallos Fragidis et al [11] before they proposed a conceptual model and business model for the development of customer-centered business ecosystem, which is a constellation of other business ecosystems and individual business entities that are dynamically developed around the customer, according to his/her preferences and needs. A platform is placed at the centre as a hub that interconnects the customer, business firms and other organizations that participate in the production of composite unique products and services. ...
In this paper the state of the art of service ecosystems is explored. Since the theory of service and service system is the premise on which the research on service ecosystems is based, the most recent developments in the theory of service and service system are presented first to understand the essence of service and characteristics of service systems. Then the most recent developments of service ecosystems research are discussed from two aspects: business aspect and technology aspect. The shortcomings of current theory and methodology in service ecosystems are analyzed before we finally propose the research prospect for service ecosystems which consists of four interrelated levels: the model of customer service value perception and the preference acquiring algorithm, the model of value propagation in service value network, the co-evolution model of service ecosystems, and the analysis and control framework of service ecosystems.
Business ecosystems have recently gained relevance as a reference frame in which firms entertain diverse relationships to develop, produce, and distribute services and products. Only little research however has looked at how to visualize business ecosystems—although visualizations might provide a helpful instrument for firms to position themselves and manage their interactions within their ecosystem. We report from a systematic mapping study that identified 17 types of visualizations used in the business ecosystem context. On basis of this study, we derive requirements and design principles for Visual Analytic Systems (VAS). We discuss some limitations of current VAS with respect to the question how VAS can support management tasks related to business ecosystems, and we provide an outlook on the role of VAS in supporting business ecosystem governance.
In the context of globalization and mass customization, product configurations are differentiated according to market requirements. This paper focuses on the primary challenge of developing a semantically rich product configuration representation that is amenable to automatic reasoning. We propose a Configuration Semantics Representation (CSR), a rule-based ontological formalism that is consistent with the Semantic Web standards in order to capture different components, such as representations of product structure and constraints of a product configuration. In particular, the Semantic Web Rule Language (SWRL) is used to overcome the limited expresssiveness of the Web Ontology Language (OWL) and thus explicitly capture advanced semantics essential to completely represent a product configuration. This enables support for an effective reasoning mechanism to develop and validate the product configuration. The paper presents an example application and corresponding reasoning results, and concludes with a discussion of future trends. The use of a semantically correct representation that can be reasoned for consistency and correctness of the product configuration will enable the development of valid product configurations that are amenable for further optimization.
