• 유통과학연구
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• 제12권12호
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• pp.83-92
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• 2014

Purpose - A business ecosystem refers to mutually dependent systems interconnected by a loose foundation of various ecosystem members such as customers, suppliers, partners, and other stakeholders. The ecosystem-based strategy attempts to achieve competitive advantage for firms by enriching a business ecosystem or building a sustainable business ecosystem through the collaboration and co-evolution of its members. A sustainable business ecosystem is a source of competitiveness for firms anda manageable resource for gaining a competitive advantage. Customers represent the core membership of the business ecosystem and play a pivotal role in building a sustainable business ecosystem. This study examines the effects of customer participation on economic and social value in the business ecosystem and suggests a course of action for building a sustainable business ecosystem. Research design, data, and methodology - Two business cases of South Korea are selected from two different business types: business-to-business (B2B) and business-to-customer (B2C) firms. Business ecosystems for B2B and B2C firms reflect contrasting characteristics. Data was collected from in-depth interviews with four representatives of four firms. Results - The study suggested seven propositions for the relationships between customer participation and a sustainable business ecosystem through multiple case studies based on in-depth interviews. The results reveal the following four strategic actions for building sustainable business ecosystems based on the suggested propositions: alignment, systemization, socialization, and co-evolution. Alignment refers to achieving a harmonic balance or virtuous circle among the firm's mission, investment, and value creation. Systemization refers to building and implementing management and infrastructure systems rooted in the corporate culture. Socialization of customers in the business ecosystem reinforces the harmony or virtuous cycle. Finally, co-evolution is associated with the relationship between firms and customers as buyer firms in a restricted business ecosystem. Conclusions - This study considers multiple cases for the execution of a sustainable business ecosystem in collaboration with customers and suggests seven propositions and four strategic actions. The results are based on qualitative data from interviews with business associates from two firms in an open business ecosystem and two firms in a restricted business ecosystem, both in South Korea. Our research results regarding two contrasting business ecosystems shed light on business issues and policy making in Asian business environments, which are in the transition stages from a traditional conglomerate-driven to an inclusive growth-driven economy. The business ecosystem itself should be considered a manageable resource for firms' competitive positions in the market. A customer is a member of the business ecosystem and should thus be viewed not only as a purchasing entity and an object of relationship management but also as a co-creator of value. Therefore, firms should collaborate with customers to build sustainable business ecosystems. For this, firms must create social value, which cannot be created by customers alone, within the business ecosystem. Then, customers participate in a business ecosystem and build it to be favorable to them. Implications for academics and practitioners were suggested.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2007년도 추계학술대회
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• pp.343-348
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• 2007

In a customer-driven economy, single-business level analysis may not be sufficient. A large number of loosely interconnected participants who depend on one another for their mutual effectiveness and survival make up a business ecosystem. A business ecosystem is a holistic view of vital flows and relationships that sustain business activity. Businesses need to understand their physical condition in a business ecosystem to evaluate their capabilities. This paper defines the healthiness of business ecosystems in order to understand their competitiveness. It can give business an actionable guide. Healthy ecosystem means a business environment that has had four capabilities to survive. IT plays a leading part in healthy business ecosystem. It looks into business strategies and the role of IT in business ecosystems.

• 한국IT서비스학회지
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• 제15권1호
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• pp.299-319
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• 2016

This study first introduces platform services and their business models. On the basis of the concepts of business ecosystem, we present a framework for distinguishing types of the platform service business models. Two key characteristics of business ecosystems-ecosystem configuration and value production process-are employed as fundamental dimensions for constructing typology. In particular, we also present the notion of value ecosystem, where not a single platform provider but a federation of platforms constitutes a virtual platform and completes a service system. The value ecosystem represents two distinct types of platform service business models : meta-platform ecosystem and platform coalition ecosystem. They show different governance structure in the platform federation and service flows across the ecosystem. We present detailed analyses of these two value ecosystems focusing on relevant cases of e-payment FinTech : Apple Pay as an example of meta-platform and Kakao Pay for platform coalition. Our conceptual typology contributes to platforms' proper strategy formulation and presents policy implications to, for example, platform neutrality.

• Asia pacific journal of information systems
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• 제30권4호
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• pp.808-831
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• 2020

The business world has been undergoing a digital transformation. The adoption of multi-sided digital platform across the world has sped up this transformation. Multi-sided digital platforms create value by mediating interactions and transactions of distinct groups of users. A platform and its stakeholders need to be considered as a business ecosystem. Elements or components in the ecosystem exchange values and together form a network of exchange values. The objective of this paper is to construct a framework for crafting and observing digital business ecosystems. The foundation theories used to construct the framework are transaction cost economy (TCE), multi-sided markets, and value network. This paper uses Go-Jek, a growing ride-hailing platform from Indonesia, as a case to discuss how the framework works in mapping Go-Jek's digital business ecosystem, and then explain its expansion strategy. This paper has both theoretical and managerial contributions. It provides a formal definition of digital business ecosystems as a network of exchange values. The framework does not only help studies the existing business ecosystems but also can be used to craft a new business ecosystem. It can also be used to study value exchanges within the ecosystem, assessing or crafting ecosystem expansion strategies.

• Journal of Information Technology Applications and Management
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• 제21권4호
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• pp.187-201
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• 2014

As the complexity of business environment increases rapidly the use advanced information technology start to affect not only the business processes of individual companies but also the fundamental nature of business and industrial ecosystem. The changes observed at the level of business and industrial ecosystem encompasses a broad range of transformation. This unit of analysis is not sufficiently dealt with by existing information system research. This research attempted to analyze the changes in business ecosystem caused by digital transformation using Social Network Analysis. We studied structural change of the Korea film industry ecosystem chronologically divided by critical events. The film industry is chosen because it is an industry very sensitive to the changes in technology and has gone through massive transformation during the last three decade by way of using modern information technology.

• 한국경영정보학회:학술대회논문집
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• 한국경영정보학회 2008년도 춘계학술대회
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• pp.171-176
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• 2008

As business environment becomes dynamic, complicated, and networked, viability is important not only for the firm itself but also for its partners. It is needed a broader view to understand and to improve competitiveness of an organization, which is defined as the business ecosystem view. In this research Korean financial market is to be defined as a business ecosystem. The Korean financial market consists of Bank of Korea as the keystone, a number of major financial institutions as flagship entities, and other members in the ecosystem. Since dynamic interactions among members of the ecosystem are done through IT, the financial ecosystem's competitiveness is based on IT competence. In this paper, it is suggested a new view of business ecosystem on the Korean financial market structure and the role of IT to enhance the healthiness of financial ecosystem.

• 대한산업공학회지
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• 제37권1호
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• pp.41-54
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• 2011

A central theme in recent IT (information technology) industry is a mobile ecosystem. While a concept of business ecosystem, which is an economic community of firms and individuals producing and consuming goods and services, has been around for about 20 years now, the recent spotlight is mainly caused by the enormous success of iPhone. Many hand-set makers or platform developers want to mimic Apple's iPhone ecosystem from which both application developers and hand-set users can benefit. In this study, a representation model of the business ecosystem is proposed for supporting systematic design and analysis of ecosystems. Whereas previous studies also proposed some representation models, they emphasized only on the value chain between participating players. The proposed model, which is named relation-based ecosystem model, represents an ecosystem with the requirement relationships between product and service components and the roles of players, as well as their value chain. Such comprehensive representation explicitly reveals the strategic difference between ecosystems. This advantage was illustrated by comparing a Korean traditional mobile ecosystem and an emerging smart-phone ecosystem represented by the proposed model.

• 벤처창업연구
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• 제13권5호
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• pp.131-154
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• 2018

세계 각국의 창업 활성화를 위한 노력과 더불어 한국의 창업에 대한 관심 역시 지속적으로 증가하고 있다. 그러나 한국의 창업생태계는 발전을 거듭하고 있음에도 불구하고 성공 모델을 지속적으로 양성하지 못한다는 한계를 지닌다. 이에 본 연구는 한국의 서울, 중국의 청두를 지리적 표본으로 선정하여 해당 지역의 창업생태계에서 기술창업 중심의 창업보육센터 종사자, 창업가와 인터뷰를 진행하고 그 결과를 사회, 경제, 정책적 부분으로 나누어 비교하고자 한다. 본 연구는 한국의 창업생태계의 발전을 위해 먼저 창업에 대한 인식이 생계형 창업에서 소프트웨어 기반 기술창업으로 이전되어야 하며, 투자환경 내 투자자는 단발적 지원금 대신 합자, 지분 매수와 같은 적극적인 투자방법을 써야 한다는 시사점을 제공했다. 또한 정부는 단순히 창업기업의 수를 늘리는 것이 아니라 스타트업의 성장에 초점을 맞추어 지원해야 한다는 결론을 도출했다는 점에서 향후 창업인프라 조성과 창업생태계 활성화 방안 마련 등의 정책자료로 활용될 수 있을 것이다.

• 한국정보시스템학회지:정보시스템연구
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• 제25권1호
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• pp.75-104
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• 2016

Purpose The business ecosystem perspective offers a new lens in which to view customers. Customers as the member of business ecosystems influence firms by participating in both the firm level activities and the business ecosystem level activities. For example, customers participate in the business ecosystems by forming interest groups, allowing their voice to be heard the within business ecosystems. Customers can also, turn public opinion around and foster the business ecosystems favorable to firms. On the other hand, as an extreme case of customer participation, customers can engage in community activities to boycott the purchase of products or services from certain firms or business ecosystems. Design/methodology/approach This study views content creation and feedback activities as customer participation in the firm level. On the other hand, word-of-mouth (WOM) and boycott activities are considered as customer participation in the business ecosystem level. This study presents a research model regarding the relationships among customer socialization, customer participation, and psychological ownership. The proposed model is validated through an empirical analysis on online platform business ecosystems. Findings When the two business ecosystems are compared, different results were drawn. In the Facebook ecosystem, boycott and psychological ownership did not have a significant relationship. However, in the Kakao ecosystem, the two had a significant positive relationship. The mediating effect of the business ecosystem type sheds a light on the mission, purpose, vision, and other values associated with the theory of the business on the customer-firm relationship. Further implications for theory and practice were discussed in this study.

• 한국건설관리학회논문집
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• 제16권3호
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• pp.132-142
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• 2015

건설산업은 다양한 참여자를 통해 하나의 시설물을 생산하는 것으로 계약의 망에 의해 움직이는 기업생태계의 특성을 가진다. 그간 국내 건설생산체계는 건설기업간 협력적 관계 형성 미비로 고비용, 저효율을 초래해 왔다. 이에 정부는 다양한 정책적 노력을 기울여 왔으나, 실질적인 협력의 성과는 아직 미흡한 실정이다. 본 연구에서는 기업생태계(business ecosystem)의 시각에서 건설생산체계를 근간으로 하는 건설기업간의 네트워크 방식을 기업생태계로 정의하고, 건설산업의 협력적 기업생태계를 진단하였다. 건설산업의 협력적 기업 생태계 조성을 위해서는 역량형 신뢰 또는 가치공유형 신뢰에 기반을 둔 협력 생태계의 형성이 필요하고, 건설업체간 상호의존도가 높고 협력관계가 지속되어야 하며, 무엇보다도 건설참여자의 수익 공유를 위해 적정공사비를 확보할 수 있는 여건이 마련되어야 한다.