Measuring the health of a business ecosystem

Name: Measuring the health of a business ecosystem
Author: den Hartigh, Erik, Visscher, W., Tol, M., Salas, A. J.

Title	Measuring the health of a business ecosystem
Author	den Hartigh, Erik, Visscher, W., Tol, M., Salas, A. J.
Publication Date:	2013-04-30
Publication Place	- Edward Elgar Publishing Ltd.
Subject	Business and management, Organisational innovation, Organisation studies, Strategic management, Innovation and technology, Organisational innovation
Type	Book
Language	English
Digital	Yes
Manuscript	No
Library:	Özyeğin University
Library Asset ID	978-178195562-8
Record ID	791b7b34-782b-40b8-b9b4-a8d193c1bed7
Library Location	Entrepreneurship
Date	2013-04-30
Sample Text	A business ecosystem is a network of partners around a core technology, who depend on each other for their success and survival (Den Hartigh and van Asseldonk, 2004). An essential characteristic that distinguishes the business ecosystem concept from sectors or supply networks is the explicit modeling of the mutual dependence of the partners: when one partner leaves the network, the value of the network for the others may decline. When a new partner enters the network, the value of the network for all others may rise. Each member of a business ecosystem ultimately shares the fate of the system as a whole. The term Business Ecosystem was coined by Moore (1993) in his Harvard Business Review article “Predators and Prey” and further conceptualized in his book The Death of Competition (1996). Iansiti and Levien (2002; 2004a; 2004b) extended the business ecosystem concept in a working paper, in their Harvard Business Review article “Strategy as Ecology” and in their book The Keystone Advantage. In many high-tech markets, companies do not engage in the competitive battle on their own, but they are part of a coalition of companies around a “platform” technology. A key mechanism here is the presence of network effects. This means that a product becomes more attractive as more customers start using it and as more suppliers offer complementary products and services. The consequence is that competition increasingly takes place on the platform level.
Editör	Jansen, S., Brinkkemper, S., Cusumano, M. A.
DOI	10.4337/9781781955635.00020

View in source Özyeğin University Özyeğin University - Ottoman library catalog search

Özyeğin University

Measuring the health of a business ecosystem

Author den Hartigh, Erik, Visscher, W., Tol, M., Salas, A. J.

Publication Date 2013-04-30

Publication Place - Edward Elgar Publishing Ltd.

Subject Business and management, Organisational innovation, Organisation studies, Strategic management, Innovation and technology, Organisational innovation

Type Book

Language English

Digital Yes

Manuscript No

Library Özyeğin University

Library Asset ID 978-178195562-8

Record ID 791b7b34-782b-40b8-b9b4-a8d193c1bed7

Library Location Entrepreneurship

Date 2013-04-30

Sample Text A business ecosystem is a network of partners around a core technology, who depend on each other for their success and survival (Den Hartigh and van Asseldonk, 2004). An essential characteristic that distinguishes the business ecosystem concept from sectors or supply networks is the explicit modeling of the mutual dependence of the partners: when one partner leaves the network, the value of the network for the others may decline. When a new partner enters the network, the value of the network for all others may rise. Each member of a business ecosystem ultimately shares the fate of the system as a whole. The term Business Ecosystem was coined by Moore (1993) in his Harvard Business Review article “Predators and Prey” and further conceptualized in his book The Death of Competition (1996). Iansiti and Levien (2002; 2004a; 2004b) extended the business ecosystem concept in a working paper, in their Harvard Business Review article “Strategy as Ecology” and in their book The Keystone Advantage. In many high-tech markets, companies do not engage in the competitive battle on their own, but they are part of a coalition of companies around a “platform” technology. A key mechanism here is the presence of network effects. This means that a product becomes more attractive as more customers start using it and as more suppliers offer complementary products and services. The consequence is that competition increasingly takes place on the platform level.

Editör Jansen, S., Brinkkemper, S., Cusumano, M. A.

DOI 10.4337/9781781955635.00020