According to literature, digital transformation requires an organization to develop a broad, holistic, and business ecosystem perspective on how digital technologies can be used to rethink and improve business models, products, services, and processes. The objective of this research is to empirically explore the claim that the business ecosystem perspective is one of the dominant views in organizations’ digital transformation initiatives and more specifically in the digital strategy. We studied seven organizations in the Netherlands through semi-structured interviews and digital strategy documents. These organizations are aware of developments in their business ecosystem. However, their plans, as outlined in their digital strategies, mainly focus on improving internal operations. We also found that collaboration enablers are partially present in digital strategies. Digital strategies and subsequent digital transformations are mainly internally focused. We argue that collaborative business models must be developed at the business ecosystem level rather than at the individual organizational level. https://link.springer.com/chapter/10.1007/978-3-031-14844-6_11
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Through the commodification of nature, the framing of the environment as a ‘natural resource’ or ‘ecosystem service’ has become increasingly prominent in international environmental governance. The economic capture approach is promoted by international organizations such as the United Nations Environmental Program (UNEP) through Reducing Emissions from Deforestation and Forest Degradation (REDD), Payments for Ecosystem Services (PES) and The Economics of Ecosystems and Biodiversity (TEEB). This paper will inquire as to how forest protection is related to issues of social and ecological justice, exploring whether forest exploitation based on the top-down managerial model fosters an unequitable distribution of resources. Both top-down and community-based approaches to forest protection will be critically examined and a more inclusive ethical framework to forest protection will be offered. The findings of this examination indicate the need for a renewed focus on existing examples of good practice in addressing both social and ecological need, as well as the necessity to address the less comfortable problem of where compromise appears less possible. The conclusion argues for the need to consider ecological justice as an important aspect of more socially orientated environmental justice for forest protection. https://doi.org/10.1017/S0376892916000436 https://www.linkedin.com/in/helenkopnina/
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The Maritime Spatial Planning (MSP) Challenge simulation platform helps planners and stakeholders understand and manage the complexity of MSP. In the interactive simulation, different data layers covering an entire sea region can be viewed to make an assessment of the current status. Users can create scenarios for future uses of the marine space over a period of several decades. Changes in energy infrastructure, shipping, and the marine environment are then simulated, and the effects are visualized using indicators and heat maps. The platform is built with advanced game technology and uses aspects of role-play to create interactive sessions; it can thus be referred to as serious gaming. To calculate and visualize the effects of planning decisions on the marine ecology, we integrated the Ecopath with Ecosim (EwE) food web modeling approach into the platform. We demonstrate how EwE was connected to MSP, considering the range of constraints imposed by running scientific software in interactive serious gaming sessions while still providing cascading ecological feedback in response to planning actions. We explored the connection by adapting two published ecological models for use in MSP sessions. We conclude with lessons learned and identify future developments of the simulation platform.
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With increasing activities of multiple sectors in marine spaces, management of marine social–ecological systems requires more holistic approaches. Adopting such an approach, however, presents difficult institutional and disciplinary challenges. Here, we use the International Council for the Exploration of the Sea (ICES) as a case study on the implementation of ecosystem-based management (EBM) and integrated ecosystem assessments (IEAs). ICES includes EBM and IEAs in its Science Priorities and established IEA Working Groups (WGs) to carry out regional IEAs. But to what degree does this IEA WG work follow best practices? We examine policy documents, academic literature, and interview data from chairs of all IEA WGs. Results indicate mixed success. All groups acknowledge the holistic goals of IEA, and many use the IEA model as laid out by Levin et al. However, we found a significant variation in the degree to which the full model is applied. We identified two primary areas for improvement: (1) integration of social and economic issues and (2) involvement of stakeholders. We offer examples of how WGs have been making progress towards full IEAs, discuss how ICES can further support this transition, and suggest lessons with respect to the adoption of EBM and IEAs more broadly.
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Purpose: To facilitate the design of viable business models by proposing a novel business model design framework for viability. Design: A design science research method is adopted to develop a business model design framework for viability. The business model design framework for viability is demonstrated by using it to design a business model for an energy enterprise. The aforementioned framework is validated in theory by using expert opinion. Findings: It is difficult to design viable business models because of the changing market conditions, and competing interests of stakeholders in a business ecosystem setting. Although the literature on business models provides guidance on designing viable business models, the languages (business model ontologies) used to design business models largely ignore such guidelines. Therefore, we propose a business model design framework for viability to overcome the identified shortcomings. The theoretical validation of the business model design framework for viability indicates that it is able to successfully bridge the identified shortcomings, and it is able to facilitate the design of viable business models. Moreover, the validation of the framework in practice is currently underway. Originality / value: Several business model ontologies are used to conceptualise and evaluate business models. However, their rote application will not lead to viable business models, because they largely ignore vital design elements, such as design principles, configuration techniques, business rules, design choices, and assumptions. Therefore, we propose and validate a novel business model design framework for viability that overcomes the aforementioned shortcomings.
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Brief demonstration of how the Ecopath-with-Ecosim ecosystem models for the North Sea and Baltic Sea regions function within the MSP Challenge simulation platform
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Recent economic crises, environmental problems and social challenges have urged us to drastically change our consumption and production patterns and transform organisations to contribute to socio-technical transitions that positively impact these challenges. Therefore, sustainable development and the transition towards a circular economy are gaining increased attention from academics and are being widely adopted by national and local governments, companies and other organisations and institutions. Since the implementation of more sustainable solutions lags behind expectations and technological possibilities, scholars and practitioners are increasingly seeing sustainable business model innovation as the key pathway to show the value potential of new sustainable technology and stress the importance of integrating the interests of multiple stakeholders and their economic, environmental and social value goals in the business model’s development. However, there is limited research that elucidates which stakeholders are actively involved, how they interact and what the effect is on the collaborative business modelling process for sustainability. This thesis addresses this research gap by building on the notion of business models as boundary-spanning activity-systems and studies stakeholder interaction from the level of a focal firm, as well as from the level of cross-sector actors collaborating in innovation ecosystems. Through four independent studies, three empirical studies and a design science study, this thesis aims to provide a better understanding of how stakeholder interaction affects collaborative business modelling for sustainability.The first study (Chapter 2) took a process perspective on interaction with network ties from the perspective of a focal firm. Based on two case studies of SMEs successfully introducing sustainable technology in the market, value shaping was identified as the operative mechanism describing the relation between networking and business modelling, from ideation to growth of the business. A stage model with five successive forms of value shaping describes how, in each stage, interaction with network ties help firms to clarify the types of economic, environmental and social value that a sustainable technology can deliver and who possible beneficiaries are. In return, changes in the business model clarify what other network ties are needed, demonstrating how the boundary-spanning function of business models spurs firms to expand and strengthen the value network.The second study (Chapter 3) focused on the commercialisation stage, in which a cognitive change in the manager’s mind was found during the development of a sustainable business model. Based on three empirical cases of business model innovations for sustainability, the study explored how stakeholder interaction may trigger and support managerial cognitive change and hence business model innovation. The findings suggest that the influence of stakeholders on the manager’s understanding of the business runs via three interrelated shaping processes: market approach shaping, product and/or service offering shaping and credibility shaping. In these shaping processes, new or latent stakeholders are found to have a bigger impact than existing ones. A research agenda is presented to further unravel the role of stakeholders affecting managerial cognition around business model innovation for sustainability.The third study (Chapter 4) examined innovation ecosystems’ processes of developing a collaborative business model for sustainability. Based on a study of four sustainably innovative cross-sector collaborations, this chapter studied how innovation ecosystems resolve the tensions that emerge from the collaborating actors’ divergent goals and interests. This study finds that innovation ecosystems engage in a process of valuing value that helps the actors to manage the tensions and find a balance of environmental, social and economic value creation and capture that satisfies all involved actors. The findings reveal that valuing value occurs in two different patterns – collective orchestration and continuous search – that open up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. The final study (Chapter 5) used a design science approach, developing a tool for innovation ecosystems’ actors to manage the degree to which stakeholders are involved throughout the process of collaborative business modelling for sustainability. The resulting ‘degree of engagement diagram’ and accompanying stepwise approach makes it possible to identify stakeholders from six cross-sector stakeholder groups that represent economic, social and environmental aspects of sustainable value and visualise their roles. By discriminating between four concentric and permeable circles of engagement, the tool integrates different degrees of involvement of stakeholders and enables users of the DoE diagram to accommodate changes that may occur in the evolving business model and its context. The tool enables innovation ecosystems’ actors to keep the collaboration manageable during the development of a joint and viable sustainable business model. Overall, this thesis extends the understanding of the dynamics of collaborative business modelling for sustainability and the role of stakeholder interaction therein. The research makes three key contributions to the sustainable business model innovation literature. First, it extends the literature by exploring the interplay between stakeholder interaction and business modelling over time. It establishes that stakeholder interaction and business modelling have a reciprocal relationship and contributes with two frameworks – value shaping and valuing value – that explain this reciprocal relationship for firms and innovation ecosystems. Second, the thesis unravels the micro-processes and mechanisms that elucidate how stakeholder interaction actually influences the direction into which the sustainable business model develops. Third, this thesis enriches the scholarly understanding of stakeholder interaction by identifying the main contributors to business model innovation for sustainability, by differentiating between stakeholders and their roles and by providing a tool that accommodates this. The research contributes to practice by offering practitioners useful insights on how they can increase, improve and effectuate stakeholder interaction in order to develop viable business models for sustainability and hence contribute to the desired socio-technical transitions.
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The ever increasing technological developments and greater demands from our society for qualitative better, safer, sustainable products, processes and systems are pushing the boundaries of what is possible from an engineer’s perspective. Besides the (local) grand challenges in energy, sustainability, health and mobility the world is getting smaller due to advances in communication and digitalization. The exponential increase of complexity and data driven systems (big data) which are integrated and connected to different networks calls for rethinking and inventing new business models [1]. To stay competitive in the world OEM’s and SME’s have to develop breakthrough technological, innovative and advanced systems and processes. These changes have a major impact on engineering education. The industry needs engineers with different competences and skills to fulfil the challenges and demands mentioned earlier. Universities should follow up on these changes and can only deliver and prepare the engineers of the future by close collaboration with the high tech industry. Fontys University is fully aware of this and developed a Centre of Expertise in High Tech Systems & Materials (CoE HTSM) to close the gap between the university and industry. This CoE is a public-private cooperation where applied research, projects and educational programs for different curricula are being developed and executed. By making the industry partner and giving them a role within the university, the engineering education programs and the future engineering profile can be better aligned in a faster and more structural way.
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This article aims to uncover the processes of developing sustainable business models in innovation ecosystems. Innovation ecosystems with sustainability goals often consist of cross-sector partners and need to manage three tensions: the tension of value creation versus value capture, the tension of mutual value versus individual value, and the tension of gaining value versus losing value. The fact that these tensions affect all actors differently makes the process of developing a sustainable business model challenging. Based on a study of four sustainably innovative cross-sector collaborations, we propose that innovation ecosystems that develop a sustainable business model engage in a process of valuing value in which they search for a result that satisfies all actors. We find two different patterns of valuing value: collective orchestration and continuous search. We describe these patterns and the conditions that give rise to them. The identification of the two patterns opens up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. For practice, our findings show how cross-sector actors in innovation ecosystems may collaborate when developing a business model around emerging sustainability-oriented innovations.
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BackgroundThis research study applied the 'Integrated Energy Landscape Approach and the Ecosystem Services Framework' to formulate a pre-proposal for a Positive Energy District in the Hoogkerk Zuid neighborhood in Groningen, the Netherlands.ResultsThe proposed energy saving and energy generation interventions are sufficient to cover the energy usage of the district, while an energy surplus is generated. The pre-proposal has been developed within a participatory process, organized by the authors in close collaboration with key local stakeholders. The identification of local ecosystem services served as a crucial starting point for this study, while it also served for the basis for analysing the subsequent trade-offs and synergies derived from the proposed energy transition interventions. Then, a sustainable business case model was developed based on this Positive Energy District pre-proposal. The main outcome of the model lies in the value creation through cost savings from not using traditional energy sources and selling electricity to the grid. In addition, the economic value of the preserved ecosystem services and of the synergies generated by the pre-proposal are also included in the model.ConclusionsBeyond the local case, the results lay the groundwork for more systematic studies on merging the methodologies of Positive Energy District development, the Ecosystem Framework and the Integrated Energy Landscape approach. Finally, by adding the benefits of ecosystem services and synergies as a significant contributor in the financial analysis and decision-making process, this study opens the door to a new approach to the evaluation of sustainable projects.
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