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Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019.

The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers.

Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers.

The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;•9;They lead with platforms for innovating in ecosystems. 10;•9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;•9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;•9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10;

The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration

The purpose of this paper is to identify the key factors influencing the resilience of innovation ecosystems and propose strategies for proactively managing disruptions to ensure their continued viability. Enhancing resilience within innovation ecosystems is a fundamental prerequisite for ensuring their sustainable development. The resilience of such ecosystems is commonly associated with their capacity to recover from disturbances. Consequently, to ensure their continued viability, innovation ecosystems must proactively manage disruptions by identifying the factors that influence resilience.

Given the relatively limited attention afforded to indicators impacting the resilience of innovation ecosystems thus far, this article endeavors to present a framework for assessing resilience within such ecosystems, drawing upon the metaphorical understanding of resilience in natural ecosystems. To achieve this objective, the present research adopts the metaphor research method, which involves delineating the research problem and elucidating the origin of the metaphor.

Subsequently, through content analysis, the indicators for evaluating resilience in natural ecosystems are identified, and corresponding indicators and components are derived for the innovation ecosystem. These indicators are categorized into five dimensions, encompassing ecosystem capabilities, ecosystem interactions and structure, ecosystem status, ecosystem capacity and ecosystem environment.

This article endeavors to present a resilience framework for innovation ecosystems, drawing on the metaphorical concept of resilience evident in natural ecosystems. Through the method of metaphor research, the article first elucidates the research problem and selects ecology as the primary source of metaphor. Subsequently, evaluation indicators of resilience in natural ecosystems are determined using theme analysis.

The innovation ecosystem makes it possible to build a network strategy that allows organizations to collaborate and evolve together, especially in public organizations in which the population’s expectation for better services is growing and resources are scarce. Thus, the theory of the innovation ecosystem is analyzed in this study to structure mechanisms for spending efficiency within the institutions of the Brazilian federal education network. This choice is justified by the need to explore the coordination of the innovation ecosystem applied in the university context.

This study was carried out using a qualitative approach. An action research methodology was used on the Ministry of Education of Brazil (MEC), focusing on 110 institutions of the federal education network (federal universities and institutes). Action research was applied in this study because of its capacity to generate knowledge and address practical problems, specifically those concerning the efficiency of public spending in the examined educational institutions.

A model called the Innovation Ecosystem for Efficiency of Public Spending in Institutions of the Brazilian Federal Network of Education was developed. The model is composed of three layers: a core layer consisting of the MEC as a supervisory body that exerts influence over institutions, a platform layer consisting of four platforms and a development and application layer consisting of actors that interact with ecosystem activities.

As its main contribution, this study presents how public institutions, especially those linked to the area of federal education, can organize and articulate partnership designs to promote innovation and efficiency in public spending.

This study aims to explore the functions of policy-affiliated intermediaries and their roles in driving innovation in latecomers.

Latecomers have recently recognized the significance of an innovation ecosystem in transitioning to an innovation-driven economy. However, these countries encounter various market and system failures, making policy-affiliated transition intermediaries crucial in orchestrating innovation ecosystems. To achieve this, this study used a case study of a policy-affiliated intermediary and conducted interviews with 19 managers. The results from the content analysis revealed that innovation intermediaries in latecomers perform more comprehensive duties than those mentioned in the literature in the transition to innovation-based development.

Results show that the most important of policy-affiliated innovation intermediaries’ roles is orientation to the government and private sector market, attracting the participation of the private sector through the implementation of tax credits and the development of the corporate innovation ecosystem, developing science and technology parks, developing laboratory research infrastructure, supporting prominent and capable professors to create innovation networks, developing innovation zones around research institutions and leading universities and developing international scientific cooperation. These are new and important functions that innovation intermediaries should play in the transition process.

The research found that the innovation intermediary acts as a change agent in the mental model of other executive and decision-making bodies. Also result shows that this intermediaries can play more roles than what is mentioned in the literature for the development of innovation.

Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

Building on the theory of resource-based view (RBV), this paper is determined to explore the key drivers that drive platform ecosystem adoption by small businesses and mediation mechanisms that facilitate the translation of these drivers into improved firm financial and nonfinancial performance.

In this study, structural equation modeling is used to analyze the data. A survey questionnaire was taken from 430 small businesses operating their businesses on various digital platform ecosystems in China to investigate the links between parameters by testing hypotheses. Digital startups operating their businesses on popular Chinese platform ecosystems, including Alibaba, Taobao, Jingdong, Maituan and HelloChe, were chosen.

The finding deciphers a nuanced interplay of the adoption drivers, with innovation capability emerging as a mediation mechanism translating these drivers into improved financial and non-financial performance.

The acknowledgment of potential drawbacks, such as the focus on specific drivers of platform ecosystem adoption, highlights the need for future research to explore additional factors that may influence adoption decisions. By examining institutional factors, market conditions or external shocks like the COVID-19 pandemic, researchers can provide a more comprehensive understanding of the complexities surrounding platform ecosystem dynamics and offer insights into adaptive strategies for businesses facing uncertainty.

The outcome benefits policymakers and ecosystem designers by creating and overseeing platform ecosystems that support the highlighted drivers. This study further serves as a roadmap for both platform owners and prospective small enterprises as they map their path toward the digital frontier.

The findings from the research indicate that small enterprises that embrace platform ecosystems can experience improved financial and non-financial performance, which in turn promotes economic development and the generation of jobs. By utilizing innovative strategies and maximizing their strategic advantages, these enterprises can not only prosper but also make significant contributions to community development and help alleviate joblessness. This highlights the significance of assisting with the incorporation of digital technology in small businesses to achieve wider societal advantages.

Research originality lies in bridging the gap between strategic inputs and measurable outcomes, stressing the vital function of a firm’s innovation in turning ecosystem-driven opportunities into enhanced performance. This means the pivotal role of this study lies in exploring platform ecosystem adoption drivers based on the theory of RBV and the way innovation capability of platform ecosystems facilitates the translation of these drivers into improved financial and nonfinancial performance.

This study explores how the high-end equipment manufacturing industry (HEMI) achieves intelligent development through the digital innovation ecosystem. While this industry urgently needs to achieve intelligent development through innovation breakthroughs, existing research lacks a deep analysis in conjunction with the digital innovation ecosystem. Considering the sophisticated nature of HEMI and the unique characteristics of the digital innovation ecosystem, this paper aims to uncover the innovation potential and synergetic development opportunities that arise from their integration.

This study uses Dynamic Qualitative Comparative Analysis (QCA) to explore the evolving relationship between the digital innovation ecosystem and intelligent development in HEMI enterprises. Data from 60 HEMI enterprises were collected from 2015 to 2022, and the study window was divided into two-year intervals for analysis. Compared to traditional QCA methods, this approach overcomes the limitations of cross-sectional analysis, fully accounting for time’s influence on causal relationships for more accurate results.

The study reveals that the digital innovation ecosystem of HEMI drives intelligent development through the coordinated interactions of its elements within each time window. Configuration paths and key driving factors evolve dynamically, reflecting the complexity of the ecosystem’s role in driving intelligent development. The study suggests that enterprises dynamically adjust their strategies to different stages, enhancing the effectiveness of intelligent transformation.

The paper proposes and validates a digital innovation ecosystem framework for HEMI, systematically exploring its role in driving intelligent development. The study fills a research gap and extends innovation ecosystem theory by identifying core driving factors and their evolutionary trends through Dynamic QCA. It offers a new perspective on the dynamic role of digital innovation ecosystems in intelligent transformation.

This study identifies a methodology to explore the issues of enterprise innovation ecosystem health (EIEH).

First, this study constructs the indicator system of EIEH based on the research objective; second, the dynamic vertical projection method (DVPM) and entropy weight method are proposed to analyze the status and influencing factors of EIEH; finally, the future development of EIEH is analyzed using GM (1,1).

In terms of methodology, the DVPM can effectively analyze EIEH, which can not only analyze the development status and potential of EIEH every year but also analyze the comprehensive state of EIEH for many years. In terms of practice, the value and grade of EIEH in China have been gradually increasing from 2016 to 2020, but the overall development is unbalanced, and five key factors affecting EIEH have been identified. The EIEH in China is predicted to steadily grow from 2021 to 2025.

The analytical method employed in this study can effectively analyze EIEH, which provides a new analytical perspective for the evaluation of EIEH and enriches the research content of the enterprise innovation ecosystem (EIE). By analyzing the results, we can gain a comprehensive understanding of the state of different EIEs, enabling each EIE to design tailored remedial measures to enhance EIEH and achieve sustainable development.

The link between theory and practice in innovation studies still has some gaps, despite scholars’ efforts to illustrate and identify them in real-world situations. To fully understand the dynamics of the innovation ecosystem, it is crucial to consider key actors and their roles and recognize their impact on ecosystem outcomes. Therefore, this paper seeks to discuss how analytical structures of innovation ecosystems address the dynamics of actors and their contribution to the ecosystem outcomes.

A research protocol was developed to query the Web of Science database to identify analytical structures of innovation ecosystems based on pre-established criteria.

The dynamics of actors interfere with their contribution to value creation. That is, the actor changes his contribution. Therefore, depending on the ecosystem's value proposition, the activities and dynamics of the actors change over time.

It contributes to advancing the discussion of innovation ecosystems, addressing insights into the dynamics of actors in different analytical structures. The essay proposal considers innovation ecosystems' evolutionary aspects, value propositions and exchange. In addition, the importance of orchestration in the various stages of the ecosystem is highlighted.

The objective of this article is to analyze the mediating role of innovation capability—both radical and incremental—between technological turbulence and digital innovation ecosystem performance, considering the impact of cross-organizational knowledge sabotage. Despite the enthusiasm surrounding digitization, the high failure rate (80%) of digital transformation projects has received limited attention. This alarming statistic indicates a potential rise in opportunistic behaviors within organizations. We hypothesize that employees seeking to reduce the risk of being displaced by digital technologies, may not only hide knowledge, as previously observed, but also engage in knowledge sabotage by disseminating inaccurate information during the co-creation of digital innovations within the digital innovation ecosystem.

The study employed structural equation modeling to examine moderated mediation using survey data collected from 148 firms, mainly from sectors of high to medium levels of digital intensity.

The most significant finding indicates that cross-organizational knowledge sabotage considerably reduces the only mediating effect, namely that of incremental innovation capability.

Our study presents a novel perspective by investigating the phenomenon of cross-organizational knowledge sabotage. Unlike prior research, which primarily identified the existence of knowledge hiding, our findings suggest that employees are not only willing to withhold information but also to disseminate inaccurate information to external partners. Consequently, our research extends the boundaries of the existing knowledge field by demonstrating that cross-organizational knowledge sabotage has repercussions that extend beyond intra-organizational impacts, as previously recognized. It also adversely affects the outcomes of collaborative work within the digital innovation ecosystem.