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The purpose of the paper is to identify the necessary transformations required to evolve entrepreneurial ecosystems (EEs) into sustainable entrepreneurial ecosystems (SEEs) and to explore the primary challenges involved. By addressing these aspects the study establishes a foundation for future research directions.

The paper adopts a conceptual analysis based on the semi-systematic literature review of the concepts of EEs and SEEs.

An SEE intentionally addresses all three dimensions of sustainability—social, ecological and economic. This requires, on the one hand, a genuine will and effort from individual actors to increase their sustainability, and, on the other, an establishment of systemic conditions that will make this transformation easier and allow for a fair distribution of its costs.

The paper bridges the research concerning limited studies on SEEs by presenting a model that delineates the conditions for the development of SEE and identifies the requisite changes necessary to foster sustainability within the EE. Furthermore, the paper outlines potential avenues for future research to explore the conceptual advancement and practical implementation of the SEE concept.

This study aims to provide in-depth insight into how value is co-created on different levels of context (i.e. dyads, triads and networks) within a service ecosystem, and thus examine the impact of indirect service-for-service exchanges on the value co-creation process, the interdependencies between different levels of context and the roles in the value co-creation process that the actors play depending on the context level.

Using the theoretical framework of service-dominant logic, the authors carry out a case study analysis of a service ecosystem built around a digital platform where independent confectioneries sell customised cakes to customers.

This paper provides evidence for the importance of a wider context extending beyond producer–customer dyad as well as indirect service-for-service exchanges in the process of value co-creation. This paper also conceptualises trans-contextual exchanges, that is, exchanges occurring between different context levels of the service ecosystem. The analysis also allowed us to establish that the same actors simultaneously play different roles in the service ecosystem, depending on the level of context.

This study highlights the importance of indirect service-for-service exchanges and trans-contextual exchanges. Constituting discreet avenues of value co-creation, often obscured from a single actor of a service ecosystem, these two types of exchanges are nonetheless crucial to understanding the full scope of the ecosystem’s interconnectedness, the varying roles of its actors, as well as supporting the scaling up process of the service ecosystem.

Althogh there are studies examining value co-creation within wider contexts or ecosystems from the service-dominant logic perspective, usually little attention is paid to the indirect service-for-service exchanges and the interplay between different levels of context.

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation.

A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation.

In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions.

The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.