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Digital Entrepreneurship Ecosystem as a New Form of Organizing: The Case of Zhongguancun
Wenjie Li, Jiamin Yin, Wenyu Du
Front. Bus. Res. China. 2017, 11 (1): 69-100.
https://doi.org/10.1186/s11782-017-0004-8
Digital innovation is becoming increasingly important in today’s economy. Many digital innovations are developed not within organizations, but in innovation-driven entrepreneurial ecosystems, where various entrepreneurship related stakeholders collaborate and cooperate. Despite its significance, studies on digital entrepreneurship ecosystems (DEEs) are limited and the concept is largely undertheorized. This study intends to fill that gap by studying how a DEE organizes. This organizing issue is challenging, because stakeholders of a DEE are self-organizing and are not governed by any formal authority. To answer that question, we adopt forms of organizing as a theoretical lens, which provides structure to examine organizing issues. Through an in-depth case study of Zhongguancun, the Silicon Valley of China, we unveil eight processes around the themes of division of labor and integration of efforts. We further show that the forms of organizing feature a balance of centralized design and de-centralized emergence. This balanced view extends the forms of organizing literature, which takes an either/or perspective. Ecosystem architects and policy makers who intend to build entrepreneurship ecosystems to promote local economies can derive practical implications from our findings.
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Construction of an Open Innovation Network and Its Mechanism Design for Manufacturing Enterprises: A Resource-Based Perspective
Haijun Wang, Sardar M. N. Islam
Front. Bus. Res. China. 2017, 11 (1): 138-166.
https://doi.org/10.1186/s11782-017-0006-6
Innovation is the engine of development for enterprises, and there is an increasing trend to adopt an open innovation strategy. However, how to manage external resources in an open, collaborative and complementary manner, and in a shared environment that will yield the greatest networking effects, it is a challenging task. Because there is no such a satisfactory model for an open innovation strategy that combine operational mechanisms with the management of external resources. This article tries to fill the gap by adopting a resource-based perspective to construct an overall open innovation (OOI) business model. In this model, external resources are classified as industrial and non-industrial entities, to enable the identification of the interaction methods between manufacturing enterprises and external resources. The management of external resources involved in a Technology Open Innovation (TOI) cycle is given particular attention that includes: 1) the classification of the external resources of a TOI, 2) the general mechanisms extracted to promote qualified resources in and unqualified resources out, and 3) a business model to conceptualize the collaboration between enterprises and external resources. A case study of TOI is also provided to empirically verify its feasibility. This paper contributes to the literature by providing an original operational model and mechanism design for an open innovation strategy that is capable of managing external resources effectively.
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6 articles
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