EVOLUTION OF COMPETITION PRINCIPLES AND STRATEGIES ECOSYSTEM APPROACH

The article describes the development of the concept of competitive advantages, analyzes the change of principles and strategies of competition, sources of competitive advantages, and currently the construction of business ecosystems is singled out as an effective way of competition

Innovative business ecosystems

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Ecosystems are fast becoming the ideal business model in order to deal with the increasingly complex and unstable global marketplace. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Hidden Champions in the Chinese Century: Ascent and Transformation

Hidden Champions, little-known global market leaders, are extremely important for the export performance of countries. They are a little-used source of management knowledge. No country has more Hidden Champions than Germany. After a phase of hyper globalization the Hidden Champions are facing new challenges, especially from rising Chinese competitors. They have to increase their R&D activities once again and include unfamiliar areas of knowledge in the process. They need to relocate their centers of excellence to the best place, which is often China. New drivers such as digitalization, business ecosystems and sustainability require them to adapt and open up their traditionally closed corporate cultures. This applies equally to cooperation partners and foreign environments.

Digital innovation: Using chatbots in the economy

Subject. The article considers the use of chatbots in company activities. Objectives. We perform a retrospective analysis of the development of virtual assistants, determining the areas, in which chatbots can become an effective tool in business. Methods. The study draws on general scientific research methods. Results. We investigate the development of the phenomenon of chatbots, show the history of the most significant virtual assistants, highlight their features, advantages and disadvantages. We also present types of activities, in which companies actively use chatbots, analyze the key results from the use of this tool by enterprises and organizations, evaluate prospects for further development of the technology, establish that the use of advantages of digital marketing enables companies to become customer-oriented, personalize offers for customers and reduce costs. Conclusions. The use of chatbots makes it possible to increase the competitiveness of the company and become the first step towards the introduction of more advanced digital marketing tools. The practical application of this study we see in the use of information in the development and implementation of chatbots in the business ecosystems of enterprises and organizations, which will avoid costs and significantly reduce the likelihood of errors.

Assessment of Sustainable Collaboration in Collaborative Business Ecosystems

Advances in information and communication technologies and, more specifically, in artificial intelligence resulted in more intelligent systems, which, in the business world, particularly in collaborative business ecosystems, can lead to a more streamlined, effective, and sustainable processes. Following the design science research method, this article presents a simulation model, which includes a performance assessment and influence mechanism to evaluate and influence the collaboration of the organisations in a business ecosystem. The establishment of adequate performance indicators to assess the organisations can act as an influencing factor of their behaviour, contributing to enhancing their performance and improving the ecosystem collaboration sustainability. As such, several scenarios are presented shaping the simulation model with actual data gathered from three IT industry organisations running in the same business ecosystem, assessed by a set of proposed performance indicators. The resulting outcomes show that the collaboration can be measured, and the organisations’ behaviour can be influenced by varying the weights of the performance indicators adopted by the CBE manager.

Partner Selection Strategies in Global Business Ecosystems: Country Images of the Keystone Company and Partner Companies on the Brand Quality Perception

Consumers perceive brand quality from the country of origin of the brand. Global business ecosystems represent multiple countries such as the country of the keystone company and the country of the assembly companies. Thus, the brands of global business ecosystems have multiple countries of origin. This study aims to examine the impacts of the country images of the keystone company and assembly companies on consumers’ brand quality perceptions. In addition, depending on the assembly partner selection strategies of forming a global business ecosystem, the characteristics of the associated countries with the business ecosystem may change. The keystone company may select an assembly partner from a developing country or from a developed country. These two cases are compared to examine the impacts of the combined country images of the keystone and assembly companies. To do so, this study surveys Vietnamese consumers’ perceptions of the brand Hyundai Motor, the country images of South Korea as the country of the keystone company, India as the assembly partner from the developing country, and USA as the assembly partner from the developed country. The collected data were analyzed using a structural equations modeling method and results are discussed with theoretical and managerial implications.

MANAGING DIGITAL TRANSFORMATION IN DIGITAL BUSINESS ECOSYSTEMS

Previous research has increased our understanding of digital transformation (DT) and digital business ecosystems as independent topics. Less is known about how DT unfolds in digital business ecosystems. Such collaborative creation of digital innovations is affected by individual actors and by ecosystem as a whole. Based on an empirical case study of an ecosystem facilitator company and its digital business ecosystems as embedded cases, this paper contributes to the understanding of key success factors in new digital business ecosystems. The findings support collaborative governance as an important tool in leading the DT among multiple partners. Moreover, the findings present the concept of a common rulebook, including the practices, principles, guidelines, tools, handshakes, and boundaries, as an enabler for ways of working in an ecosystem. Managers can use this paper to increase their understanding on the governance of digital business ecosystems and to clarify their organisational expectations when participating in joint endeavours involving DT.