Reconfiguration of Business Models and Ecosystems
Decoupling and Resilience
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Decoupling of business models and ecosystems is the disconnection of certain characteristic activities originally planned and completed in coincidence. It could bring in an immense adverse shock in the functioning of established business models and ecosystems possibly bringing them to resilience. Core causes for decoupling and resilience of business models and ecosystems are jolts, known as global crisis, universal pandemics, etc. The undesirable outcomes of critical events can reveal unique circumstances for business model and ecosystem resilience. Business model and ecosystem resilience represents a mandatory prerequisite for firms challenging their functioning and even very existence. Research has been conducted thus far, nevertheless this theme requires significantly more consideration.
The key objective of this book is to bring further insights in the field delivering a thorough examination of the ways in which business models and ecosystems can develop resilience under extraordinary conditions. In the book, the resilience of business models and ecosystems is analysed aiming to investigate further the specifics of the relevant processes securing resilience and its outcomes. The resilience of business models and ecosystems is scrutinised as a credible way for enhancing the predispositions of firm’s survivability.
Table of Contents
1 Decoupling and Resilience of Business Models and Ecosystems
Svetla T. Marinova and Marin A. Marinov
2 What Is Ahead? Impact of The Current Economic Volatility on Business Models and Ecosystems
3 Overcoming Barriers in Creating Ecosystem Business Models: Achieving Resilience in an Uncertain and Competitive Setting
Sebastian Evald Stück, Peter Thomsen and Christian Nielsen
4 Offshoring vs Further Offshoring: A Multi-level Analysis on the Firm-, Country- and Industry-Specific Drivers of Business Model Reconfiguration
Stefano Elia and Giorgio Renna
5 Reconfiguring Digital Business Models to Enter the Japanese Market
Arto Ojala and William W. Baber
6 Data-driven Business Model Innovation – When is Decoupling Necessary?
Taina Eriksson, Niina Nummela and Marikka Heikkilä
7 Value-creating and Value-eroding Decoupling in B2B Platforms – A Multiple Case Study
Mika Yrjölä, Malla Mattila, and Marjukka Mikkonen
8 Critical Junctures and Their Role in Reconfiguration of Business Models and Ecosystems
Svetla T. Marinova, Marin A. Marinov and Winfried Müller
9 Tensions of Coopetition and Integration into the Multiplatform Ecosystems in Digital Care
Mahmoud Mohamed, Petri Ahokangas and Minna Pikkarainen
10 Customer Orientation: The Case of Creating Value in Ecosystems
Mika Yrjölä, Aleksi Niittymies and Abdollah Mohammadparast Tabas
11 How Global Virtual Teams Are Innovating the Business Models of MNEs and Higher Education Institutions
12 Healthcare Ecosystems and Business Models Reconfiguration: Decoupling and Resilience in the Context of Data Driven Technologies: A Systematic Literature Review
Anna Żukowicka-Surma, Magnus Holmén, Jeaneth Johansson and Svante Andersson
13 IT Entrepreneur Resilience in Geopolitical Turbulence
Liubov Ermolaeva and Daria Klishevich
14 Old-school Gender Values in a New Labour Model: A Case Study of Women’s Entrepreneurship in Israel
Guy Abutbul-Selinger, Anat Guy and Avi Shnider
15 The Emergence of Open Banking and its Implications
16 Trans-fur-able Resources? Strategic Responses to a Crisis in the Danish Mink Related Ecosystem
Michael S. Dahl, Louise Brøns Kringelum, Agnieszka Nowinska and Thomas Roslyng Olesen
Svetla T. Marinova is Professor of International Business and International Marketing and Head of the International Business Research Group at Aalborg University Business School, Aalborg University, Denmark.
Marin A. Marinov is Professor of International Business at Aalborg University Business School, Aalborg University, Denmark.
"Reconfiguration of Business Models and Ecosystems: Decoupling and Resilience is a distinguished scholarly work that provides a very convincing analysis of how business plans can be adapted in a highly competitive and evolving context." - Eric Milliot, University of Nantes