• Asia pacific journal of information systems
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• v.30 no.4
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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 Korea Multimedia Society
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• v.18 no.9
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• pp.1105-1117
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• 2015

During the last decade, the business infrastructure has become digital with increased interconnections among products, processes, and services. Across many firms spanning different industries and sectors, digital technologies are fundanmentally transforming business stratiges, business processes, firm capabilities, productes and services, and key interfirm relationships in extended business networks. With the emergence of smartphones, the paradigm of the ICT industry is rapidly changing as the line between global and local markets are being blurred. In the changing global environment, although some game companies are accelerating the improvement of their global competitiveness and cases of successes of venture enterprises by developing biosimilar technology are being discovered, majority of ICT companies are focusing on limited marketing activities to get subcontracts or projects from large companies. Thus the aim of this study is to find out how digital ecosystems evolve and how business models and strategies have changed of individual companies according to the evolution of the digital ecosystems.

• The Journal of Asian Finance, Economics and Business
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• v.7 no.8
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• pp.661-670
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• 2020

This paper investigates the influence of the economic integration exemplified by the Eurasian Economic Union on the entrepreneurial ecosystem in the Kazakhstan corporate sector. Using data collected from 204 small-, medium-, and large-sized Kazakh companies, the researchers analyzed the collected data with percentile. Findings of this study show that small- and medium-sized enterprises, especially in the tertiary sector of the Kazakh economy, are not that much affected by regional integration, whereas large firms have been significantly impacted. The originality of the paper is threefold. First, the research explores the entrepreneurial ecosystems in its focus on geographic location or digital technologies that came across mainly from the ICT space. This is becoming pervasive across mechanical systems, communications, infrastructure, and the built-up environment. Second, the originality of the paper lies in focusing on the entrepreneurial ecosystems' influence on the business processes by clearly understanding the regional, national, and international trends in different markets. Third, the paper is first of its kind to contribute an updated perspective on the entrepreneurial ecosystem's influence on economic integration to the policymakers of Kazakhstan. Policymakers will gain expertise on how to manage network effects while planning investment projects, as well as transactions, modes, and fixed nodes, acquisition, and greenfield investments.

• World Technopolis Review
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• v.5 no.1
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• pp.47-60
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• 2016

In today's digital non-linear global business environment, innovation initiatives are influenced by inter-organizational, political, economic, environmental, technological systems, as well as by decisions made individually by key actors in these systems. Network-based structures emerge from social linkages and collaborations among various actors, creating innovation ecosystems, complex adaptive systems in which entities co-create value. A shared vision of value co-creation allows people operating individually to arrive together at the same future. Yet, relationships are difficult to see, continually changing and challenging to manage. The Innovation Ecosystem Transformation Framework construct includes three core components to make innovation relationships visible and articulate networks of relational capital for the wellbeing, sustainability and business success of innovation ecosystems: data-driven visualizations, storytelling and shared vision. Access to data facilitates building evidence-based visualizations using relational data. This has dramatically altered the way leaders can use data-driven analysis to develop insights and provide ongoing feedback needed to orchestrate relational capital and build shared vision for high quality decisions about innovation. Enabled by a shared vision, relational capital can guide decisions that catalyze, support and sustain an ecosystemic milieu conducive to innovation for business growth.

• The Journal of Small Business Innovation
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• v.20 no.4
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• pp.3-10
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• 2018

With the advancement in digital transformation with smart technologies and the collapse of industry borders, increasing is the importance of understanding customer problems, fostering employee capabilities, and enhancing the partner capabilities to properly provide the best service to customers. This is what is called the humane entrepreneurship in the 4th Industrial Revolution. Humane entrepreneurship is believed to play a critical role in developing business ecosystems and thus economic growth of nations. We empirically tested the ideas that 1) entrepreneurship as a meta-structuring action shape the healthiness of business ecosystem and 2) subsequently both entrepreneurship and business ecosystems affect economic development of a country. The results indicate that humane entrepreneurship does not directly affect healthiness of business ecosystem, but the balanced humane entrepreneurship together with opportunity in business ecosystems has a positive relationship with GDP growth. In other words, opportunity can be appropriated by entrepreneurs who have balanced sense between human and enterprise dimension. Data collection and methodologies are discussed further in the paper.

• Journal of Korea Society of Industrial Information Systems
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• v.22 no.4
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• pp.29-43
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• 2017

Innovation Cosystems are Conceptualized as Organizational Networks of Economic Actors, Technologies and Social Contexts that Interact for Knowledge Production, use, and Adaptation. This Paper Proposed a Conceptual Framework to Describe Value Co-creation of Organizational Networks Engaged in Technology Innovation. We Adopted Theory-Based Approach by Integrating the Perspective of Service-Dominant (S-D) Logic Into the Evolutionary Model of the Triple Helix. The Framework Gives a Plausible Explanation on how Actors Collaborate to Create Value in Dynamic Contexts of an Innovation Ecosystem. The Innovation Ecosystem can be Considered as a Composite of Sub-Ecosystems, Including Knowledge, Sectoral, and Business Ecosystems. When these Sub-Ecosystems are Recursively Transformed by Coordination of Functional Mechanisms that Serve Value Co-creation in the Innovation Process, the Innovation Ecosystem will be Re-Organized and Evolve. The case of the Digital Living Network Alliance (DLNA) was Examined to Demonstrate the Fundamental Mechanisms for Value Co-creation that was Described in the Framework. The case Study Indicates Features of Value Co-creation when Implementing Innovation in Organizational Networks.

• Journal of Digital Convergence
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• v.9 no.6
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• pp.125-135
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• 2011

It is important that SMEs build business ecosystems on the open innovation for sustainable innovation. And, many Korea companies have tried to adopt new ideas from external collaborators and transfer their technologies to others based un the open innovation. But SMEs hard to progress it than middle & large companies. So, our research purpose is to find success factors of open innovation in regional SMEs.

• The Journal of the Institute of Internet, Broadcasting and Communication
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• v.9 no.6
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• pp.141-154
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• 2009

Digital Ecosystem is a new word for dynamic IT business environments. Digital Ecosystem can consist of various enterprise federations such as competing, collaborating and stable or unstable ones. They make it difficult to implement identity management for the environment. Existing solutions are either too restricting and inflexible to support the dynamic nature of ecosystems since they are too complex and difficult to adopt. This paper is to propose an distributed identity management model for automated processing of identity information between ecosystems. It is featured with being practical, clear and easy to deploy. And it is based on the new OASIS SAML3.0 standard to provide interoperability between existing identity technologies. This paper presents the basic and extended identity model for single service and multiple services. The model presented in this paper can be applied to enterprise context easily.

• Journal of Digital Convergence
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• v.14 no.3
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• pp.243-250
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• 2016

The importance of platform businesses in the global market is growing, but in Korea, platform businesses with a global competitive edge are rare. This study compared the competitiveness of the local and international platform businesses by analyzing the six success factors of platform businesses. It surveyed 104 professionals in ICT regarding the competitiveness of SNS services (Kakao Talk, Facebook), mobile payment systems (Samsung Pay, Apply Pay), digital content (Naver, YouTube), online shopping (G Market, Amazon) and education (K-MOOC, MOOC). In sum, the local platform business sector, compared to its U.S. counterpart, is lagging behind in creativity, value creation, cost reduction, networking effects and the ability to build, change and develop new ecosystems.

• Journal of Platform Technology
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• v.9 no.4
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• pp.10-31
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• 2021

The digital tax, recently referred to as the Google tax was finally agreed at the 31st General Assembly of the OECD (October 8, 2021) with full support by 136 countries and will take effect from 2023. The purpose of this study is to analyze the digital tax prepared by the OECD for global MNEs, and to suggest the impacts on the Korean industry and to present the Korean governmental countermeasures. As the first study, we analyzed the international agreement on digital tax. In results, we found that even if global MNEs do not set up a business operation in overseas countries, if sales and profits are generated, 25% of the excess profit is borne as tax (pillar 1), and when MNEs do business in all the countries, they are liable to at least a 15% tax (pillar 2). We think that countries around the world have prepared a minimum countermeasure to protect their companies in anticipation that global MNEs will easily encroach on their markets in the future. As the second study, in order to discover the reason why the MNEs are so strong, we investigated the trends of Google and B2B SaaS companies in details. In results, we discovered that the global MNEs establishes a digital platform partnership ecosystem that enables them to enter foreign markets easily and expand rapidly. In conclusion, as a countermeasure for the Republic of Korea, governmental policies were proposed at the corporate (startup nurturing), industry, and national level respectively.