Addressing Conceptual Randomness in IoT-Driven Business Ecosystem Research †
Abstract
:1. Introduction
2. Fragmented Understanding of Business Ecosystems
3. State of Consensus in Digital Business Ecosystem Research
4. Methodology
4.1. Research Design
4.2. Search Overview
5. Towards Conceptual Consensus in IoT-Driven Digital Business Ecosystems
5.1. Conceptual Hierarchy within the Business Ecosystem Research
5.2. Evaluation of Current Conceptual Consensus in the IoT-Driven Business Ecosystems Field
- Gretzel et al. [48] rely on a tourism- specific definition that sees the business ecosystem as one of the components of smart tourism. They reference Buhalis and Amaranggana [49], who build their conceptualization on Egger’s technological angle that investigates the ecosystem of “near field communication” [50].
- Buhalis et al. [56] explore technological advancements from a value co-creation point of view in order to provide insights into service innovations that impact ecosystems. Focusing on tourism and hospitality, the authors stand on the medley of domain specific papers and describe “technology-driven platforms” as constituents of tourism ecosystems and “technological advancements” as an enabler of co-creation.
- Baladina et al. [57] write about IoT use cases in healthcare and tourism and only mention ecosystems of IT services as a subject of change imposed by IoT as such, however without any theoretical grounding.
- Papert and Pflaum [58] attempt to develop a theoretical ecosystem model for the implementation of IoT services in supply chain management. They present a review of literature, stress that the ecosystem research is multifaceted and continue in the research stream of Iansiti and Lakhani [14], Porter and Heppelmann [12], and Rong et al. [55]. As mentioned, Rong et al. [55] relies on Moore [18] and Porter and Heppelman [12], as well as Iansiti and Lakhani [14], and do not work with any explicitly framed ecosystem theory whatsoever.
- Shin and Jin Park [59] propose that “an ecosystem, by definition, is a complex web of interdependent agents and relationships among people, technology and industry”. Nonetheless, their statement has no theoretical foundations at all.
- Hein et al. [60] conduct an analysis of the value co-creation practices in a B2B platform ecosystem. With a focus on service platforms, they state that the “concept of ecosystems has changed the view from traditional inter-firm competition to a joint approach of coopetition”, while referencing Moore [18] (i.e., an affiliation-centred concept), Adner [25] (i.e., one of the works upon which a structure-centred concept is built, as explicitly mentioned in [21]), and Pereira et al. [61], who talk about coopetition and co-innovation in the context of service providers and manufacturers.
- According to Uchihira et al. [62], “although many scholars have mentioned the structure of business ecosystem, concrete business-ecosystem design methods are not yet established, especially for IoT service”. Thus, using examples of smart factory and smart home, they propose a specific method of doing that. Their point of departure is Rong et al. [55], therefore rooted in Moore [18].
- Rajput and Singh [63] come also from the IoT perspective, i.e., “IoT ecosystem consists of physical objects which are connected and accessible over the internet”.
- An article by Madaan et al. [64] takes an entirely technical position and works with the term “(heterogeneous) IoT ecosystem” in connection to privacy threat of information linkage and different technical and legal ways of addressing it. The article contains no significant link to the business and management literature at all.
- Although Harwood and Garry [65] mention Moore, it is only in relation to trust and changes in its nature depending on the agency of human actors and machine objects. While mentioning Iansiti and Lakhani [14] or Porter and Heppelman [12], they view ecosystems from a pure IoT-centric angle, i.e., “example of a techno-service system that renders synchronized actions for end-user consumption”.
- Kummitha and Crutzen [66] discuss smart cities and citizen-driven innovation and mention ecosystem only as a general term linked to entrepreneurship and innovation.
- As can be observed from the first sentence of their article, Suri et al. [67] are also purely technical: “The proliferation of connected devices, wherein Sensors, Actuators and Tags (such as Radio-Frequency Identification (RFID)) are able to seamlessly communicate to their environment and to each other for sharing information or to perform some actions has created the Internet of Things (IoT) ecosystem”.
- Considering its specific focus on service domain, the research article by Chandler et al. [68] appears to have solid theoretical grounding. The authors have acknowledged some of the differences in the innovation- related ecosystem literature, use multiple sources and build the narrative in a well-anchored manner, sufficiently serving the purpose of their document.
- Tesch et al. [69] mention IoT ecosystem rather as a context without considering it as a concept. They regard its complexity as a business-related challenge of IoT in general.
- A paper by Leminen et al. [70] contains a whole section dedicated to the business models and ecosystems. The audience can clearly see from where are the authors coming and what concepts is their research built on. The story is unfolded gradually and in a rigorous manner.
- Although the already mentioned article by Settembre [47] views ecosystems in a technical light, it identifies the changes in relationships and environment, pointing out the emergence of new opportunities as well as challenges. Nonetheless, the concept of ecosystem is introduced without sourcing any theoretical foundations.
5.3. Literature-Based Recommendations for Developing Rigorous IoT-Driven DBE Research
5.3.1. Recognize Business Ecosystem as a Legitimate Concept
5.3.2. Acknowledge Its Multifacetedness
5.3.3. Revisit the Origins
5.3.4. Explore the Latest Developments
5.3.5. Determine the Definition to Be Applied in a Rigorous Manner
5.3.6. Be Explicit about the Extent of the Intended Contribution
6. Discussion
Funding
Acknowledgments
Conflicts of Interest
Appendix A. Total List of All 155 Relevant Peer-Reviewed IoT/BE & DBE Publications in the Field of Business and Management Adapted from the Scopus Database (3rd Search Round)
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Article | Definition |
---|---|
The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems by J.F. Moore (1996) | “An economic community supported by a foundation of interacting organizations and individuals—The organisms of the business world. This economic community produces goods and services of value to customer, who themselves are members of the ecosystem. The member organisms also include suppliers, lead producers, competitors and other stakeholders. Over time, they coevolve their capabilities and roles, and tend to align themselves with the directions set by one or more central companies. Those companies holding leadership roles may change over time, but the function of ecosystem leader is valued by the community because it enables members to move toward shared visions to align their investments and to find mutually supportive roles” |
Ecosystem as Structure: An Actionable Construct for Strategy by R. Adner (2016) | “The ecosystem is defined by the alignment structure of the multilateral set of partners that need to interact in order for a focal value proposition to materialize”. |
Towards a theory of ecosystems by M.G. Jacobides, C. Cennamo and A. Gawer (2018) | “An ecosystem is a set of actors with varying degrees of multilateral, nongeneric complementarities that are not fully hierarchically controlled”. |
What Is an Ecosystem? Incorporating 25 Years of Ecosystem Research by M. Bogers, J. Sims and J. West (2019) | “An interdependent network of self-interested actors jointly creating value” |
Phases | Stages |
---|---|
Planning the review | Identification of the need for a review |
Development of a review protocol. | |
Conducting the review | Identification of research |
Selection of primary studies | |
Study quality assessment | |
Data extraction & monitoring | |
Data synthesis | |
Reporting the review | (Self-containing) |
Primary Queries | Total Entries | B&M Literature | Time Span | |
---|---|---|---|---|
1st search | (“ecosystem”) OR (“business ecosystem”) OR (“digital business ecosystem”) | 408,021 | 7092 | 1993–16 September, 2020 |
2nd search | (“internet of things”) OR (“IoT”) | 88,187 | 3883 | 1999–16 September, 2020 |
3rd search | (“ecosystem” OR “business ecosystem” OR “digital business ecosystem”) AND (“internet of things” OR “IoT”) | 2232 | 155 | 1999–16 September, 2020 |
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Rezac, F. Addressing Conceptual Randomness in IoT-Driven Business Ecosystem Research. Sensors 2020, 20, 5842. https://doi.org/10.3390/s20205842
Rezac F. Addressing Conceptual Randomness in IoT-Driven Business Ecosystem Research. Sensors. 2020; 20(20):5842. https://doi.org/10.3390/s20205842
Chicago/Turabian StyleRezac, Fabien. 2020. "Addressing Conceptual Randomness in IoT-Driven Business Ecosystem Research" Sensors 20, no. 20: 5842. https://doi.org/10.3390/s20205842