Recent works on business model innovation
(Schneckenberg et al. 2019; Spieth et al. 2014; Demil and Lecocq 2010),
ecosystems (Jacobides et al. 2018; Pankov et al. 2019) and platforms (Cusumano
et al. 2019) have underlined the variety of configurations, roles and strategic
positioning in contemporary industry but also the need for ecosystems to evolve
to address contemporary common threats such as climate change and environmental
issues. These works raised the critical issue of designing these ecosystems: is
it possible to design an ecosystem to face contemporary issues? Who are the
actors capable of designing an ecosystem? And also: what are the required managerial
competences? What kind of leaders? What kind of work division and value
division? What kind of collaborations?
On the other hand, the study of design regimes and innovation dynamics has shed
light on new actors and new forms of interactions supporting intensive
innovation dynamics at the ecosystem level (Lange et al. 2013; Le Masson et al.
2012; Ollila and Yström 2016). These works underline that new ecosystem
dynamics call for new forms of relationships between economic actors, based on
the capacity to collectively explore the unknown. In particular it can lead to
new forms of relationships between industrial ecosystem, society and scientific
research. These works also relied on recent advances in design methods, design
theory and even design cognition (Agogué et al. 2012) to improve the analytical
framework and experiment with new methods and organizational forms.
This track will study these actors in charge of new ecosystem dynamics. Papers
can be based on the empirical study of the actors; the track also welcomes
theoretical papers that could help re-discuss the nature of the relationship in
this process of ecosystem design, a relationship that probably goes far beyond
the usual economics transaction. The track also welcomes methodological papers
that propose new instruments and new techniques to help study the design of ecosystems.
In 2019, the track attracted more than 20 papers, 15 were selected for
presentation and we had a great 4-sessions track with constructive discussions.
Key features emerged: 1-The design of new industrial ecosystem echoes
contemporary socio-economics issues; 2- A rich empirical material; 3- The
design of new industrial ecosystem relies on a surprising variety of
institutions; 4- The study of the design of new industrial ecosystem leads to
re-discuss basics in the literature of innovation ecosystems and business
ecosystems; 5- The design of new industrial ecosystem calls for new models and
This first success pushed us to propose this track for a second year, with the
perspective to apply for a special issue on the design of ecosystems.
- research / industry relationship for double impact;
- managing collective innovation for contemporary ‘common threats’ such as
climate change and contemporary ‘transitions’ such as industry 4.0, digital
transition, energy transition
- platform emergence and platform overthrown
- design regimes
- prescription and ecosystem dynamics
- cognitive approach of ecosystem dynamics
Agogué M, Le Masson P, Robinson DKR (2012) Orphan
Innovation, or when path-creation goes stale: missing entrepreneurs or missing
innovation? Technology Analysis &
Strategic Management 24 (6):603-616.
Cusumano M, Gawer A, Yoffie DB (2019) The Business of platforms. Strategy in the
Age of Digital Competition, Innovation, and Power. HarperBusiness.
Demil B, Lecocq X (2010) Business Model Evolution:
In Search of Dynamic Consistency. Long
Range Planning 43 (2):227-246.
Jacobides MG, Cennamo C, Gawer A (2018) Towards a theory of ecosystems. Strategic Management Journal 39(8): 2255-2276.
Lange K, Müller-Seitz G, Sydow J, Windeler A (2013)
Financing innovations in uncertain networks—Filling in roadmap gaps in the
semiconductor industry. Research Policy
Le Masson P, Weil B, Hatchuel A, Cogez P (2012) Why
aren’t they locked in waiting games? Unlocking rules and the ecology of
concepts in the semiconductor industry. Technology
Analysis & Strategic Management 24 (6):617-630.
Ollila S, Yström A (2016) Exploring Design
Principles of Organizing for Collaborative Innovation: The Case of an Open
Innovation Initiative. Creativity and
Innovation Management 25 (3):363-377.
Pankov S, Velamuri VK, Schneckenberg D (2019)
Towards sustainable entrepreneurial ecosystems: examining the effect of
contextual factors on sustainable entrepreneurial activities in the sharing
economy. Small Business Economics. doi.org/10.1007/s11187-019-00255-5
Velamuri VK, Comberg C (2019) The design logic in business model
innovation: Cognitive foundations for managerial reasoning. European Management Review 16(2):427-447.
Spieth P, Schneckenberg D, Ricart JE (2014)
Business model innovation – state of the art and future challenges for the
field. R&D Management Journal 44