الگوی شکل‌گیری بوم‌سازگان کسب‌وکارهای مبتنی بر فناوری نوآیند

نوع مقاله : مقاله پژوهشی

نویسندگان

1 عضو هیأت‌علمی گروه سیاست علم، مرکز تحقیقات سیاست علمی کشور، تهران

2 عضو هیأت‌علمی پژوهشکده فناوری اطلاعات، پژوهشگاه ارتباطات و فناوری اطلاعات، تهران

3 عضو هیأت‌علمی دانشکده مدیریت، دانشگاه تهران

10.22034/jstp.2020.12.2.1170

چکیده

در گذشته، کسب‌وکارها با کنترل زنجیره‌ تأمین خود در محیط بازار به رقابت با هم می‌پرداختند. در فضای آتی کسب‌وکار، یک شرکت محوری به مثابه بخش اصلی یک بوم‌سازگان کسب‌وکار طیفی از شرکت‌ها را مدیریت می‌کند و بوم‌سازگان کسب‌وکار در مسیر شکل‌گیری با رعایت الزاماتی می‌تواند توازنی سودمند بین نیازهای همکاری در عین رقابت را برقرار کند. مقاله حاضر به دنبال تحلیل نحوه شکل‌گیری بوم‌سازگان کسب‌وکار حول یک شرکت مبتنی بر فناوری نوآیند با بهره‌گیری از مفهوم چرخه عمر است. ابتدا الگوی مبنا با مرور نظام‌مند مقالات مرتبط (23 مقاله) استخراج و با بهره‌برداری از آن - که مبتنی بر مدل چرخه عمر و همچنین ویژگی‌های ایستا و پویای بوم‌سازگان است - سه شرکت برجسته مورد مطالعه قرار گرفتند که در نهایت با تحلیل محتوای استقرائی، الگوی نظری جدیدی در این زمینه ارائه شده است. این الگو می‌تواند راهنمایی برای ارزیابی نحوه شکل‌گیری و مراحل رشد بوم‌سازگان‌های دیجیتالی باشد. راهبرد تحقیق، مطالعه چندموردی بوده و یافته‌ها حاکی است که الزامات شکل‌گیری بوم‌سازگان کسب‌وکارهای مبتنی بر فناوری نوآیند عبارتند از: شکل‌گیری نقش‌های مکمل در پلتفرم کسب‌وکار، انطباق با الزامات و نیازهای محیطی، وجود پلتفرم مرکزی‌، بهره‌برداری از منابع موجود و بالقوه مکمل، حکمرانی شبکه‌ای، توسعه چشم‌اندازی الهام‌بخش‌، توجه به بازار و شکل‌گیری فرآیندهای اصلی کسب‌وکار در لایه‌های ارائه ارزش اصلی، ارزش توسعه‌یافته و مکمل.

کلیدواژه‌ها


عنوان مقاله [English]

Formation Pattern of Business Ecosystem based on Emerging Technology

نویسندگان [English]

  • Sahar Kousari 1
  • Alireza Yari 2
  • Fatemeh Saghafi 3
1 Faculty Member, National Research Institute for Science Policy, Tehran, Iran
2 Faculty Member ,Information Technology Department, Research Institute for Information and Communication Technology, Tehran, Iran
3 Faculty Member , Faculty of Management, University of Tehran, Iran
چکیده [English]

In the past, businesses controlled their supply chain and took ownership of it, competing with each other in a market environment. In the future of businesses, a core company, as a core part of a business ecosystem, manages a range of companies, the business ecosystem can provide a beneficial balance between competitive needs and collaboration. 
First, the base model is extracted by systematically reviewing related articles (23 articles) and using the base model, which is based on the life cycle model and static and dynamic characteristics of business ecosystem; three prominent companies were studied and by analyzing the inductive content, a new theoretical model was presented. This model can be a guide to evaluate the formation and developmental stages of digital ecosystems. 
The results of this study showed that the requirements for establishing a business ecosystem include: forming complementary roles in the business platform, adapting to environmental requirements, having a central platform, utilizing existing resources, and complementary potential, network governance, development of inspirational vision, formation of different layers (core value, complementary value and enabler value) of the business process and emerging market. 

کلیدواژه‌ها [English]

  • : Pattern Formation
  • Business Ecosystem
  • Emerging Technology
  • Inductive Content Analysis
[1] Hayes, R. H., & Wheelwright, S. C. (1984). Restoring our competitive edge: competing through manufacturing (Vol. 8). New York: Wiley.
[2] Porter, M. E. P. M. (1986). Competition in global industries. Harvard Business Press.
[3] Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic management journal, 12(S1), 83-103.
[4] Shi, Y., Fleet, D., & Gregory, M. (2003). Global manufacturing virtual network (GMVN): A revisiting of the concept after three years fieldwork. Journal of Systems Science and Systems Engineering, 12(4), 432-448.
[5] Chesbrough, H. (2004). Managing open innovation. Research-Technology Management, 47(1), 23-26.
[6] Bergman, E. M., & Feser, E. J. (1999). Industry clusters: a methodology and framework for regional development policy in the United States. Boosting Innovation: The Cluster Approach, 243-268.
[7] Chen, C. J., & Chang, L. S. (2004). Dynamics of business network embeddedness. Journal of American Academy of Business, 5(1/2), 237-241.
[8] Rong, K., & Shi, Y. (2014). Business ecosystems: Constructs, configurations, and the nurturing process. Springer.
[9] Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
[10] Jalonen, H. (2012). The uncertainty of innovation: a systematic review of the literature. Journal of Management Research, 4(1), 1.
[11] Iansiti, M., & Levien, R. (2002). The new operational dynamics of business ecosystems: Implications for policy, operations and technology strategy. Boston, MA: Division of Research, Harvard Business School.
[12] Mitleton-Kelly, E. (2003). Ten principles of complexity and enabling infrastructures. Complex systems and evolutionary perspectives on organisations: The application of complexity theory to organisations, 1, 23-50.
[13] Adner, R., & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic management journal, 31(3), 306-333.
[14] Jalonen, H. (2012). The uncertainty of innovation: a systematic review of the literature. Journal of Management Research, 4(1), 1.
[15] Mitleton-Kelly, E. (2003). Complex systems and evolutionary perspectives on organisations: the application of complexity theory to organisations. Elsevier Science Ltd.
[16] Moore, J. F. (1993). Predators and prey: a new ecology of competition. Harvard business review, 71(3), 75-86.
[17] Mercan, B., & Goktas, D. (2011). Components of innovation ecosystems: a cross-country study. International research journal of finance and economics, 76(16), 102-112.
[18] Peltoniemi, M. (2005). Possibilities for research on the interaction of business models and success within a business ecosystem.
[19] Teece, D. J. (2012). Dynamic capabilities: Routines versus entrepreneurial action. Journal of management studies, 49(8), 1395-1401.
[20] Iansiti, M., & Levien, R. (2004). The keystone advantage: what the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Harvard Business Press.
[21] Den Hartigh, E., & Van Asseldonk, T. (2004, October). Business ecosystems: A research framework for investigating the relation between network structure, firm strategy, and the pattern of innovation diffusion. In Eccon 2004 annual meeting: Co-jumping on a trampoline, the netherlands.
[22] Iyer, B., Lee, C. H., & Venkatraman, N. (2006). UManaging in a ‘Small World Ecosystem’: Some Lessons from the Software Sector. California Management Rev., CMR337-PDF-ENG, 28-48.
[23] Adner, R., & Kapoor, R. (2010). Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic management journal, 31(3), 306-333.
[24] Quaadgras, A. (2005, January). Who joins the platform? The case of the RFID business ecosystem. In: Proceedings of the 38th Annual Hawaii International Conference on System Sciences (pp. 269b-269b). IEEE.
[25] Gawer, A., & Cusumano, M. A. (2014). Industry platforms and ecosystem innovation. Journal of product innovation management, 31(3), 417-433.
[26] Mazzucato, M., & Robinson, D. K. (2018). Co-creating and directing Innovation Ecosystems? NASA's changing approach to public-private partnerships in low-earth orbit. Technological Forecasting and Social Change, 136, 166-177.
[27] Marín, C. A., Stalker, I., & Mehandjiev, N. (2007, September). Business ecosystem modelling: Combining natural ecosystems and multi-agent systems. In International Workshop on Cooperative Information Agents (pp. 181-195). Springer, Berlin, Heidelberg.
[28] Anggraeni, E., Den Hartigh, E., & Zegveld, M. (2007, October). Business ecosystem as a perspective for studying the relations between firms and their business networks. In ECCON 2007 Annual meeting (pp. 1-28).
[29] Chang, V., & Uden, L. (2008, February). Governance for E-learning Ecosystem. In 2008 2nd IEEE International Conference on Digital Ecosystems and Technologies (pp. 340-345). IEEE.
[30] Power, T., & Jerjian, G. (2001). Ecosystem: Living the 12 principles of networked business. Financial Times Management.
[31] Peltoniemi, M., & Vuori, E. (2004, September). Business ecosystem as the new approach to complex adaptive business environments. In Proceedings of eBusiness research forum (Vol. 2, No. 22, pp. 267-281).
[32] Adner, R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard business review, 84(4), 98.
[33] Peltoniemi, M. (2011). Reviewing industry life-cycle theory: Avenues for future research. International Journal of Management Reviews, 13(4), 349-375.
[34] Finlay, P. (2002). ARM: the chipless cFhip company, Case - Reference no. 302-026-1,
Available at: http://www.thecasecentre.org/educators/products/view?id=24907/
[35] www.intel.com
[36] Netbook Market Forecast & Business Strategy’. (2008).
http://www.displaybank.
com/eng/report/report_show.php?mode=download&id=519&c_id=49
[37] http://www.mediatek.com/en/corporate/index.php
[38] Yin, R. K. (2018). Case study research and applications: Design and methods. Sixth Ed., SAGE Publications, Inc.
[39] Saghafi, F., Nassereslammi, F., & Alijerban, M. (2010). Customized Mobile-Government Maturity Model. Journal of Science & Technoloy Policy (JSTP), 3(2), 49-65. {In Persian}.
[39] Eisenhardt, K. M. (1989). Building theories from case study research. Academy of management review, 14(4), 532-550.
[40] Fateh Rad, M., & Kousari, S. (2012). Modeling the Interactive Future of Information Technology
Based onthe System's Dynamics Approach., Journal of Science & Technoloy Policy (JSTP), 4(4), 77-93. {In Persian}.