Digital ecosystem

Abstract: A significant gap exists in the conceptualization of entrepreneurship in the digital age. This paper introduces a conceptual framework for studying entrepreneurship in the digital age by integrating two well established concepts: the digital ecosystem and the entrepreneurial ecosystem. The integration of these two ecosystems helps us better understand the interactions of agents and users that incorporate insights of consumers’ individual and social behavior. The Digital Entrepreneurial Ecosystem framework consists of four concepts: digital infrastructure governance, digital user citizenship, digital entrepreneurship, and digital marketplace. The paper develops propositions for each of the four concepts and provides a theoretical framework of multisided platforms to better understanding the digital entrepreneurial ecosystem. Finally, it outlines a new research agenda to fill the gap in our understanding of entrepreneurship in the digital age.

Abstract: Digital entrepreneurship is of high topicality as technological developments and advances in infrastructure create various opportunities for entrepreneurs Society’s great attention to new digital business models is opposed to very little research regarding opportunities, challenges and success factors of digital entrepreneurship The purpose of this paper is to gather the state-of-the-art literature on digital entrepreneurship and to provide an up-to-date compilation of key topics and methods discussed in the relevant literature Furthermore, based on findings of the systematic literature review, a research map pointing at further research opportunities for scholars working in the field will be proposed,Utilising a systematic search and review of literature across the domain whilst following the established methodology of Tranfield et al (2003) combined with the application of a quality threshold for journal selection, 35 articles on digital entrepreneurship could be found relevant for an evidence-informed literature review,Based on a conceptual literature review, six streams of research that deal with digital entrepreneurship are identified and discussed: digital business models; digital entrepreneurship process; platform strategies; digital ecosystem; entrepreneurship education; and social digital entrepreneurship,This systematic literature review identifies current research paths on digital entrepreneurship by structuring the dispersed status quo of research in the identified different areas In addition, future research opportunities to deepen the understanding of digital entrepreneurship are highlighted and pictured in a research map

Abstract: The business world is rapidly digitizing, breaking down industry barriers and creating new opportunities while destroying long-successful business models. Given the amount of turmoil digital disruption is causing, authors Peter Weill and Stephanie L. Woerner of the MIT Center for Information Systems Research say its time for companies to evaluate these threats and opportunities and create new business options for the more-connected future of digital ecosystems. In recent research, board members at large companies estimated that 32% of their companys revenue would be under threat from digital disruption in the next five years; 60% of board members felt their boards should spend significantly more time on this issue next year. Despite the threats from companies including Uber, Airbnb and Amazon, increasing digitization offers opportunities for companies to leverage strong customer relationships and increase cross-selling, the authors argue. The authors offer a framework, supported by examples, for helping managers think about their competitive environments. The combination of moving from value chains to ecosystems and increasing consumer knowledge, the authors write, provides business leaders with four distinct business models, each with associated capabilities and relationships. Companies can choose to operate as (1) suppliers, (2) omnichannel businesses, (3) modular producers or (4) ecosystem drivers. The authors found that businesses focused narrowly on value chains were at a disadvantage compared with those that thought more broadly about their business ecosystems. Companies that had 50% or more of their revenues from digital ecosystems and understood their end customers better than their average competitor saw 32% higher revenue growth and 27% higher profit margins than their industry averages. As they prepare for growing digital disruption, companies have two major decisions to make. First, they need to decide the extent to which they want to control the value chain or become part of a more complex ecosystem. Second, they need to decide how much they want to invest in knowing their end customers. Companies with ecosystem drivers as their dominant business model had the highest margins and growth of all the four options in the companies the authors studied

Abstract: Research Article Multi-sided platforms (MSP) are revolutionizing the global competitive landscape in the new networked economy. Yet, although these MSPs are underpinned by information systems (IS), there is currently little research on how the IS capabilities of the platform sponsor can influence, and co-evolve with, the development of the platform over time. The lack of knowledge in this area may account for the difficulties faced by a significant number of platform sponsors in developing their MSPs effectively. Using a case study of Alibaba.com, one of the world's largest and most commercially successful online MSP, we inductively derive a process theory of MSP development from an IS capability perspective to address this knowledge gap. The process model reveals that the role of IS capabilities in MSP development is evolutionary in nature, and the antecedent IS capabilities, nature, and outcomes of MSP development can be dramatically different in the various stages of development.