Leveraging Embedded Factors of Business Ecosystems. A Potential Driver for Business Model Innovations

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

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.