Ecosystem Companies: The Stages of Development and Limits
https://doi.org/10.33293/1609-1442-2019-4(87)-126-136
Abstract
The article discusses ecosystem companies. This is a set of enterprises that produce a wide range of goods and services in various industries and under a single brand. The development of an ecosystem forms an attitude towards it as a brand, and not as a legal entity or a group of companies. This brand is represented as a set of goods and services from different industries. This study clarified the boundaries of the concept of socio-economic ecosystem and the target properties of its elements. These elements are harmony, complementarity, universality, seamlessness and connectedness. The article formulates the sequence of transformations of the company into an ecosystem. Transformation occurs through micro-, meso- and industrial levels of activity. This allowed us to structure the levels of ecosystem development. The initial level is a separate enterprise, then to the industry structure and, as a result, to the industrial structure. Ecosystem companies form a new approach to managing large and complex structures. Its main difference is a set of cyclic and point solutions. Such control is characterized by milder effects. Ecosystem management is a set of unique non-cyclic solutions that form the concept of ecosystem development. There are three ways ecosystems interact with each other. The first is an explicit partnership, the second is secretive in a parasitic form, and the third is indirectly through an intermediary ecosystem. Similar ways of interaction in the future will lead to integration processes of merging and absorption of ecosystems. These processes require a particular managerial staff, taking into account large and complex structures.
About the Author
Alexander A. KobylkoRussian Federation
References
1. Adner R. (2006). Match your innovation strategy to your innovation ecosystem. Harvard Business Review, vol. 84, no. 4, pp. 98–107 .
2. Adner R. (2012). The Wide Lens: A new strategy for innovation. London, Penguin, 288 p.
3. Belousov D. R., Penukhina E. A. (2018). On the Construction of a Qualitative Model of the Russian ICT Ecosystem. Problems of Forecast, no. 3, pp. 94–104 (in Russian).
4. Ceccagnoli M., Forman C., Huang P., Wu D. J. (2012). Co-creation of Value in a Platform Ecosystem: The case of enterprise software. MIS Quarterly, vol. 36, no. 1, pp. 263–290.
5. Gawer A. (2014). Bridging Differing Perspectives on Technological Platforms: Toward an integra tive framework. Research Policy, vol. 43, no. 7, pp. 1239–1249.
6. Iansiti M., Levien R. (2004). The Keystone Advantage: What the new dynamics of business ecosystems mean for strategy, innovation, and sustainability. Boston, MA: Harvard Business School Press, 255 p.
7. Jacobides M. G., Cennamo C., Gawer A. (2018). Towards a theory of ecosystems. Strategic Management Journal, vol. 39, no. 8, pp. 2255–2276. DOI: 10.1002/smj.2904.
8. Kapoor R., Lee J. M. (2013). Coordinating and competing in ecosystems: How organizational forms shape new technology investments. Strategic Management Journal, vol. 34, no. 3, pp. 274–296.
9. Kleyner G. B. (2010). The New Theory of Economic Systems and Its Applications. Journal of Economic Theory, no. 3, pp. 41–58 (in Russian).
10. Kleyner G. B. (2018). Industrial ecosystems: Foresight. Economic Revival of Russia, no. 2, pp. 53–62 (in Russian).
11. Kobylko A. A. (2016). Modern Telecommunication Operators: A Study from the Point of View of the System Economic Theory. Economics of Contemporary Russia, no. 2, pp. 118–124 (in Russian).
12. Kobylko A. A. (2019). Intersystem interaction in the telecommunications operators’ activitiesv. Terra Economicus, no. 1, pp. 77–93. DOI: 10.23683/2073-6606-2019-17-1-77-93 (in Russian).
13. Konopatov S. N., Salienko N. V. (2018). Platform-based business models. Scientific journal NRU ITMO. Series “Economics and Environmental Management”, no. 1, pp. 21–32. DOI: 10.17586/2310-1172-2018-11-1-21-32 (in Russian).
14. Moore J. F. (1997). The Death of Competition: Leadership and Strategy in the Age of Business Ecosystems. New York, Harper Business.
15. Polterovich V. M. (2015). From Social Liberalism Towards the Philosophy of Collaboration. Social Sciences and Modernity, no. 4, pp. 41–64 (in Russian).
16. Sheresheva M.Yu., Kulgayeva KM. (2013). The role of brand ecosystem in solving the tasks of hi-tech product marketing. IKBFU's Vestnik. Ser. The Humanities and Social Science, no. 9, pp. 141–146 (in Russian).
17. Smorodinskaya N. V. (2014). Network Innovation Ecosystems and their Role in Dynamisation of Ecoment nomic Growth. Innovations, no. 7, pp. 27–33 (in Russian).
18. Tansley A. (1935). The Use and Abuse of Vegetational Concepts and Terms. Ecology, vol. 16, no. 4, pp. 284–307.
19. Teece D. J. (2007). Explicating Dynamic Capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, vol. 28, no. 13, pp. 1319–1350.
20. Ugnich E. A. (2016). Ecosystem approach to the study of innovation processes. Russia in the global economy: challenges and development institutions: proceedings of the III International political economic congress and VI International scientific and practical conference. Vol. 2. Ed. by M. A. Borovskoy, Yu. M. Osipova, A. V. Buzgalina, A.Yu. Arkhipova. Rostov-on-Don? SFEDU, pp. 92–96 (in Russian).
Review
For citations:
Kobylko A.A. Ecosystem Companies: The Stages of Development and Limits. Economics of Contemporary Russia. 2019;(4):126-136. (In Russ.) https://doi.org/10.33293/1609-1442-2019-4(87)-126-136