Digital Entrepreneurial Ecosystems of Traditional Companies – A Case Study

• Authors: Milena Ratajczak-Mrozek , Aleksandra Hauke-Lopes

Title variants

PL

Cyfrowy ekosystem przedsiębiorczości tradycyjnych przedsiębiorstw – studium przypadku

Abstracts

PL

Cel: celem artykułu jest odpowiedź na pytanie, w jaki sposób cyfrowy ekosystem przedsiębiorczości (CEP) kształtuje działalność przedsiębiorstw z branż wysoce tradycyjnych. W szczególności chcemy zidentyfikować aktorów składających się na CEP oraz sposób, w jaki wspierają oni przedsiębiorczość wysoce tradycyjnych przedsiębiorstw bazujących na dużym udziale pracy ręcznej. Ponadto wskazujemy typy aktywności przedsiębiorczych wspieranych przez CEP. Metodyka: w artykule zastosowano metodę studium przypadku opartą na analizie wysoce tradycyjnych przedsiębiorstw z branży cukierniczej, które współpracują za pośrednictwem platformy cyfrowej w celu sprzedaży swoich produktów. Analiza opiera się na wywiadach pogłębionych z kluczowymi informatorami z trzech przedsiębiorstw z branży cukierniczej, a także z dostawcą platformy cyfrowej, dostawcą IT oraz klientem końcowym B2B. Rezultat: badanie pokazuje, że koncepcję CEP należy rozszerzyć tak, aby obejmowała analizę dwóch środowisk – cyfrowego i tradycyjnego – ponieważ oba wpływają zarówno na siebie, jak i na działalność przedsiębiorczą aktorów. Aktorzy cyfrowi w CEP odgrywają kluczową rolę w cyfrowej i tradycyjnej działalności przedsiębiorczej wysoce tradycyjnych przedsiębiorstw. Natomiast tradycyjni aktorzy odgrywają w tym procesie drugoplanową rolę. Dodatkowo nasze wyniki określają autorską charakterystykę CEP, w której działają tradycyjne przedsiębiorstwa. Oryginalność: artykuł rozwija koncepcję cyfrowego ekosystemu przedsiębiorczości (CEP). Oryginalność artykułu polega na analizie CEP z perspektywy przedsiębiorstw z wysoce tradycyjnej branży. Jest to nowatorskie podejście do analizy CEP, które do tej pory nie było proponowane w literaturze przedmiotu.

EN

Purpose: The paper aims to answer the question of how the digital entrepreneurial ecosystem (DEE) shapes the activities of companies from highly traditional industries. In particular, we want to identify different types of actors from the DEE and how they foster the entrepreneurial activities of very traditional companies with a high proportion of manual labor, as well as to identify the kinds of entrepreneurial activities fostered by the DEE. Methodology: This paper applies a case study method based on the analysis of highly traditional companies in the confectionery industry that cooperate through a digital platform to sell their products. The analysis is based on in-depth interviews with key informants from three companies in the confectionery industry, as well as with the provider of the digital platform, the IT supplier and a final B2B customer. Findings: The concept of DEE needs to be extended to include an analysis of two settings – digital and traditional – as both interfere with and influence entrepreneurial activities. Digital actors within the DEE play a key role in both the digital and the traditional entrepreneurial activities of highly traditional companies. Traditional actors, meanwhile, play a supporting role in the process. Additionally, the study determines the unique characteristics of the DEE, in which traditional companies are active. Originality: The paper develops the concept of the digital entrepreneurial ecosystem. The originality of the paper lies in the analysis of the DEE from the perspective of companies from a highly traditional industry. This is a novel approach towards the DEE that has not been proposed in the literature to date.

Keywords

EN

entrepreneurship; ecosystem; digitalization; digital entrepreneurial ecosystem; traditional industry

PL

przedsiębiorczość; ekosystem; cyfryzacja; cyfrowy ekosystem przedsiębiorczości; przemysł tradycyjny

• Publisher: Uniwersytet Warszawski. Wydawnictwo Naukowe Wydziału Zarządzania
• Journal: Problemy Zarządzania
• Year: 2022
• Volume: 20
• Issue: 1/2022 (95)
• Pages: 67-86

Dates

published

2022

Contributors

author

Milena Ratajczak-Mrozek

• Department of International Marketing, Poznan University of Economics and Business, Poland

• https://orcid.org/0000000344325459

author

Aleksandra Hauke-Lopes

• Department of International Marketing, Poznan University of Economics and Business, Poland

• https://orcid.org/0000000208795499

References

• Aarikka-Stenroos, L., & Ritala, P. (2017). Network management in the era of ecosystems: Systematic review and management framework. Industrial Marketing Management, 67, 23–36. https://doi.org/10.1016/j.indmarman.2017.08.010.
• Acs, Z. J., Stam, E., Audretsch, D. B., & O’Connor, A. (2017). The lineages of the entrepreneurial ecosystem approach. Small Business Economics, 49(1), 1–10. https:// doi.org/10.1007/s11187-017-9864-8.
• Autio, E. (2017, December). Digitalisation, ecosystems, entrepreneurship and policy. Perspectives into topical issues is society and ways to support political decision making. Government’s analysis, research and assessment activities (Policy brief 20/2017).
• Brown, R., & Mason, C. (2017). Looking inside the spiky bits: A critical review and conceptualisation of entrepreneurial ecosystems. Small Business Economics, 49(1), 11–30. https://doi.org/10.1007/s11187-017-9865-7.
• Buła, P., & Schroeder., T. (2020). Selected aspects of the co-evolution of the Polish entrepreneurial ecosystem. Organization Review, 10(969), 20–27. https://doi. org/10.33141/po.2020.10.03.
• Cavallo, A., Ghezzi, A., & Sanasi, S. (2021). Assessing entrepreneurial ecosystems through a strategic value network approach: Evidence from the San Francisco area. Journal of Small Business and Enterprise Development, 28(2), 261–276. https://doi.org/10.1108/ JSBED-05-2019-0148.
• Cenamor, J., Parida, V., & Wincent, J. (2019). How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity. Journal of Business Research, 100, 196–206. https://doi.org/10.1016/j. jbusres.2019.03.035.
• Cutolo, D., & Kenney, M. (2021). Platform-dependent entrepreneurs: Power asymmetries, risks, and strategies in the platform economy. Academy of Management Perspectives, 35(4), 584–605. https://doi.org/10.5465/amp.2019.0103.
• Czakon, W. (2016). Network strategies logic. Problemy Zarządzania, 14(4), 17–30.
• Du, W., Pan, S. L., Zhou, N., & Ouyang, T. (2018). From a marketplace of electronics to a digital entrepreneurial ecosystem (DEE): The emergence of a meta-organization in Zhongguancun, China. Information Systems Journal, 28(6), 1158–1175. https://doi. org/10.1111/isj.12176.
• Elia, G., Margherita, A., & Passiante, G. (2020). Digital entrepreneurship ecosystem: How digital technologies and collective intelligence are reshaping the entrepreneurial process. Technological Forecasting and Social Change, 150(1), 119791. https://doi. org/10.1016/j.techfore.2019.119791.
• Franco-Leal, N., & Diaz-Carrion, R. (2020). A dynamic analysis of the role of entrepreneurial ecosystems in reducing innovation obstacles for startups. Journal of Business Venturing Insights, 14(4), e00192. https://doi.org/10.1016/j.jbvi.2020.e00192.
• Hoch, N., & Brad, S. (2021). Managing business model innovation: An innovative approach towards designing a digital ecosystem and multi-sided platform. Business Process Management Journal, 27(2), 415–438. https://doi.org/10.1108/BPMJ-01-2020- 0017.
• Jocevski, M., Arvidsson, N., & Ghezzi, G. (2020). Interconnected business models: Present debates and future agenda. Journal of Business and Industrial Marketing, 35(6), 1051–1067. https://doi.org/10.1108/JBIM-06-2019-0292.
• Kenney, M., Rouvinen, P., Seppälä, T., & Zysman, J. (2019). Platforms and industrial change. Industry and Innovation, 26(8), 871–879. https://doi.org/10.1080/13662716.2 019.1602514.
• Kopalle, P. K., Kumar, V., & Subramaniam, M. (2020). How legacy firms can embrace the digital ecosystem via digital customer orientation. Journal of the Academy of Marketing Science, 48(1), 114–131. https://doi.org/10.1007/s11747-019-00694-2.
• Li, W., Du, W., & Yin, J. (2017). Digital entrepreneurship ecosystem as a new form of organizing: The case of Zhongguancun. Frontiers of Business Research in China, 11(1), 1–21. https://doi.org/10.1186/s11782-017-0004-8.
• Luo, J. (2018). Architecture and evolvability of innovation ecosystems. Technological Forecasting and Social Change, 136, 132–144. https://doi.org/10.1016/j. techfore.2017.06.033.
• Marschan-Piekkari, R., & Welch, C. (2004). Qualitative research methods in international business: The state of the art. In R. Marschan-Piekkari & C. Welch (Eds.), Handbook of qualitative research methods for international business (pp. 5–24). Northampton: Edward Elgar. https://doi.org/10.4337/9781781954331.
• Möller, K., & Halinen, A. (2017). Managing business and innovation networks-From strategic nets to business fields and ecosystems. Industrial Marketing Management, 67(7), 5–22. https://doi.org/10.1016/j.indmarman.2017.09.018.
• Mukhopadhyay, S., & Bouwman, H. (2019). Orchestration and governance in digital platform ecosystems: A literature review and trends. Digital Policy, Regulation and Governance, 21(4), 329–351. https://doi.org/10.1108/DPRG-11-2018-0067.
• Muzellec, L., Ronteau, S., & Lambkin, M. (2015). Two-sided internet platforms: A business model lifecycle perspective. Industrial Marketing Management, 45(1), 139–150. https:// doi.org/10.1016/j.indmarman.2015.02.012.
• Oh, D. S., Phillips, F., Park, S., & Lee, E. (2016). Innovation ecosystems: A critical examination. Technovation, 54, 1 6. https://doi.org/10.1016/j.technovation.2016.02.004.
• Ratten, V. (2020). Entrepreneurial ecosystems. Thunderbird International Business Review, 62(5), 447–455. https://doi.org/10.1002/tie.22164.
• Roma, P., & Vasi, M. (2019). Diversification and performance in the mobile app market: The role of the platform ecosystem. Technological Forecasting and Social Change, 147, 123–139. https://doi.org/10.1016/j.techfore.2019.07.003.
• Rostek, K., & Skala, A. (2017). Differentiating criteria and segmentation of Polish startup companies. Problemy Zarządzania, 15(65), 192–208. https://doi.org/10.7172/1644- 9584.65.12.
• Scaringella, L., & Radziwon, A. (2018). Innovation, entrepreneurial, knowledge, and business ecosystems: Old wine in new bottles? Technological Forecasting and Social Change, 136, 59–87. https://doi.org/10.1016/j.techfore.2017.09.023.
• Senyo, P. K., Liu, K., & Effah, J. (2019). Digital business ecosystem: Literature review and a framework for future research. International Journal of Information Management, 47, 52–64. https://doi.org/10.1016/j.ijinfomgt.2019.01.002.
• Song, A. K. (2019). The digital entrepreneurial ecosystem – A critique and reconfiguration. Small Business Economics, 53(3), 569–590. https://doi.org/10.1007/s11187-019-00232-y.
• Song, L., & Jing, L. (2017). Strategic orientation and performance of new ventures: Empirical studies based on entrepreneurial activities in china. International Entrepreneurship and Management Journal, 13(4), 989–1012. https://doi.org/10.1007/ s11365-017-0433-z.
• Stam, E., & van de Ven, A. (2021). Entrepreneurial ecosystem elements. Small Business Economics, 56(2), 809–832. https://doi.org/10.1007/s11187-019-00270-6.
• Sussan, F., & Acs, Z. J. (2017). The digital entrepreneurial ecosystem. Small Business Economics, 49(1), 55–73. https://doi.org/10.1007/s11187-017-9867-5.
• Tekic, Z., & Koroteev, D. (2019). From disruptively digital to proudly analog: A holistic typology of digital transformation strategies. Business Horizons, 62(6), 683–693. https:// doi.org/10.1016/j.bushor.2019.07.002.
• Thomas, G. (2011). How to do your case study. A guide for students & researchers. London: Sage.
• Tian, J., Vanderstraeten, J., Matthyssens, P., & Shen, L. (2021). Developing and leveraging platforms in a traditional industry: An orchestration and co-creation perspective. Industrial Marketing Management, 92, 14–33. https://doi.org/10.1016/j. indmarman.2020.10.007.
• Weill, P., & Woerner, S. L.. (2015). Thriving in an increasingly digital ecosystem. MIT Sloan Management Review, 56(4), 26 34.
• Woodside, A. G., & Wilson, E. J. (2003). Case study research methods for theory building. Journal of Business and Industrial Marketing, 18(6/7), 493–508. https://doi. org/10.1108/08858620310492374.
• Xie, X., & Wang, H. (2021). How to bridge the gap between innovation niches and exploratory and exploitative innovations in open innovation ecosystems. Journal of Business Research, 124, 299–311. https://doi.org/10.1016/j.jbusres.2020.11.058.
• Yin, R. K. (2009). Case study research: Design and methods (4th ed.). Thousand Oaks, CA: Sage.

Identifiers

DOI

10.7172/1644-9584.95.3

Biblioteka Nauki

2095922