The Palgrave Encyclopedia of Strategic Management

Living Edition
| Editors: Mie Augier, David J. Teece

Business Ecosystem

Living reference work entry
DOI: https://doi.org/10.1057/978-1-349-94848-2_724-1

Abstract

A business ecosystem is made up of interdependent firms using common standards and collectively providing goods and services to their customers. The effective engagement of ecosystem participants requires some level of ecosystem management, including rules for participation by other firms. The supporting institutions and enterprises that provide the foundations for ecosystems are usually harnessed by a lead innovator who provides vision, financial resources, technological assets and coordinating mechanisms, including common standards. The health of each firm in the ecosystem depends on the vitality of all firms that share the system. To thrive over time, the system must adapt to changes in the business environment through the intentional acts and coordination efforts of managers and entrepreneurs.

Keywords

Switching Cost Ecosystem Manager Common Standard Organizational Ecology Business Ecosystem 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in to check access.

References

  1. Augier, M., and D.J. Teece. 2008. Strategy as evolution with design: The foundations of dynamic capabilities and the role of managers in the economic system. Organization Studies 29: 1187–1208.CrossRefGoogle Scholar
  2. Chandler Jr., A.D. 1977. The visible hand. Cambridge, MA: Harvard University Press.Google Scholar
  3. Davidow, W.H., and M.S. Malone. 1992. The virtual corporation: Structuring and revitalizing the corporation for the 21st century. New York: Edward Burlingame Books/ Harper Business.Google Scholar
  4. Dedrick, J., K.L. Kraemer, and G. Linden. 2010. Who profits from innovation in global value chains? A study of the iPod and notebook PCs. Industrial and Corporate Change 19: 81–116.CrossRefGoogle Scholar
  5. Gawer, A., and M.A. Cusumano. 2002. Platform leadership: How Intel, Microsoft, and Cisco drive industry innovation. Boston: Harvard Business School Press.Google Scholar
  6. Hannan, M.T., and J. Freeman. 1977. The population ecology of organizations. American Journal of Sociology 82: 929–964.CrossRefGoogle Scholar
  7. Iansiti, M., and R. Levien. 2004. The keystone advantage: What the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Boston: Harvard Business School Press.Google Scholar
  8. Jarillo, J.C. 1988. On strategic networks. Strategic Management Journal 9: 31–41.CrossRefGoogle Scholar
  9. Moore, J.F. 1993. Predators and prey: A new ecology of competition. Harvard Business Review 71: 75–85.Google Scholar
  10. Pitelis, C.N., and D.J. Teece. 2010. Cross-border market co-creation, dynamic capabilities and the entrepreneurial theory of the multinational enterprise. Industrial and Corporate Change 19: 1247–1270.CrossRefGoogle Scholar
  11. Richardson, G.B.H. 1972. The organisation of industry. Economic Journal 82: 883–896.CrossRefGoogle Scholar
  12. Robertson, D., and K. Ulrich. 1998. Planning for product platforms. Sloan Management Review 39: 19–31.Google Scholar
  13. Rosenberg, N. 1979. Technological interdependence in the American economy. Technology and Culture 20: 25–50.CrossRefGoogle Scholar
  14. Teece, D.J. 1984. Economic analysis and strategic management. California Management Review 26: 87–110.CrossRefGoogle Scholar
  15. Teece, D.J. 1986. Profiting from innovation. Research Policy 15: 285–305.CrossRefGoogle Scholar
  16. Teece, D.J. Forthcoming. Next-generation competition: New concepts for understanding how innovation shapes competition and policy in the digital economy. Journal of Law, Economics & Policy.Google Scholar

Copyright information

© The Author(s) 2016

Authors and Affiliations

  1. 1.Berkeley Research Group, LLCEmeryvilleUSA