Orchestrating digital business ecosystems in industrial organizations

Abstract

The business landscape is undergoing a profound transformation as traditional business ecosystems (BEs) evolve into digital business ecosystems (DBEs). This shift is primarily driven by the increasing influence of digital platforms (DPs) and their associated ventures. Over the past decade, organizations that have adopted DP-based business models have demonstrated substantial growth. The impact of this transformation is particularly pronounced in the business-to-customer (B2C) domain, where numerous examples are extensively documented in the literature. Conversely, many organizations operating within the business-to-business (B2B) sector face significant challenges in effectively harnessing the potential of DPs. The body of evidence detailing strategies for the successful adoption of DPs in the B2B context remains sparse. These organizations have traditionally functioned within conventional BEs, and their ability to enhance performance and ensure long-term survival necessitates a strategic transition to DBEs.

This dissertation seeks to advance understanding of this critical shift from traditional BEs to DBEs in the context of industrial organizations. Specifically, it provides two key contributions: first, it offers a comprehensive framework for orchestrating a DBE; second, it elucidates the role of DPs as integral components within a DBE. This dissertation’s findings are grounded in three peer-reviewed publications. The first publication provides a systematic literature review that examines the prerequisites, challenges, and benefits associated with DBEs. The second and third publications present case studies: one investigates the application of digital twins (DTs) in co-development processes, while the other evaluates the role of a multi-sided platform (MSP) functioning as a marketplace within a DBE. Through this research, nine prerequisites for orchestrating a DBE were identified. Publications I, II, and III were systematically analyzed to assess the contributions of DPs to DBEs. Publication I identified eight specific ways in which DPs benefit DBEs. Findings related to DTs align with prior studies, emphasizing their advantages in terms of speed, reliability, sustainability, and cost-effectiveness when compared to conventional operational approaches. The case study on MSPs demonstrated that DPs foster synergy and collaboration among ecosystem members, including competitors. Additionally, several key benefits were identified: nine advantages specifically for ecosystem members, production mills, and technology leaders; four benefits at the DBE level; and eight business opportunities.

This dissertation also provides practical insights for managers and practitioners regarding the transition from traditional BEs to DBEs. Furthermore, it proposes directions for future research, addressing gaps and opportunities highlighted by the findings.