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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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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In the Ems-Dollart-region in the North of the Netherlands and North-West Germany, startups are contributing to the region’s economy. In principal, well-developed startup and entrepreneurship ecosystems are an important factor for prosperity. Such ecosystems consist of companies, regional policy institutions, universities and other private or public organisations. In a functioning entrepreneurship ecosystem, these players optimally interact with each other. In January 2019, the project “Startup Perspectives” (Bakker et al., 2019) explored the opportunities and possibilities that a cross-border startup scene would bring to the Ems-Dollart-region. Based on this research, the Startup Ems-Dollart-region project emerged. Within the Interreg V A scheme, the project is funded by Interreg/EDR and runs from June 1st 2019-June 30th 2022. The aim of the Startup Ems-Dollart-region project is to facilitate a cross-border startup ecosystem between the three provinces of Drenthe, Friesland and Groningen on the Dutch side and the WeserEms region in Germany. This will entail the formation of a (digital) network for the startup scene, tailored mentoring programs for young entrepreneurs and the development of entrepreneurship education programs with a cross-border focus. Overall, a sustainable and long-lasting entrepreneurship ecosystem shall facilitate cross-border activities among young entrepreneurs and startups.To gain an understanding of the current entrepreneurship environment in all the regions, a mapping of the relevant stakeholders took place at the beginning of the project. This report will summarize the key findings of this mapping exercise.
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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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In this article, we assess the potential of alternative land use systems using non-drainage peatland species which could eventually phase out or partly replace oil palm plantations on undrainable peatlands. We have used the ecosystem services approach to analyse what scenarios using drainage-free peatland species could be suitable alternatives for oil palm cultivation on peat and how these scenarios compare to oil palm plantations in terms of selected ecosystem services. Our results indicate that alternative paludiculture systems will provide more direct and indirect ecosystem services than oil palm plantations on peat. We also found that stakeholders were aware of issues with growing oil palm on peat, and that there was a general intention for sustainable use of peatlands amongst several groups of stakeholders. Replacing oil palm with alternative systems such as paludiculture in Malaysia is not yet realistic. The most important impediments are a lack of knowledge on potential of non-drainage peatland species and its associated value chains, as well as the technical difficulty for smallholders to implement such a system. We recommend starting experimental plantings with paludiculture systems to further test species performance, life cycle analysis, growth, intercropping limitations and possibilities, yields and improvements in the value chain.
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A transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses---the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.
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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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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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