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The uneasy transition from supply chains to ecosystems: The value-creation/value-capture dilemma

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Abstract:

Purpose ‐ This paper uses the multidimensional definition of value ‐ ecosystemic value ‐ and employs lifecycle theory to identify the different stages of evolution of value-creation and -capture processes in an ecosystem. Specifically, the aim of this paper is to show the uneasy transition from supply chains to ecosystems. Design/methodology/approach ‐ Based on a field study of a Canadian ICT ecosystem, this paper adopts a multilevel perspective on value-creation and value-capture processes and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one. Findings ‐ The findings pinpoint the uneasy transition from supply-chains management to ecosystems management and provide a framework for understanding how value creation and value capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems. Practical implications ‐ Five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems. Originality/value ‐ Many marketing and management scholars discuss the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and captured. This multi-actors case study highlights how ecosystemic value creation may be obstructed by a firm's focus on value capture.

Keywords: Innovation; Supply chain management; Value

Document Type: Research Article

DOI: http://dx.doi.org/10.1108/MD-06-2013-0329

Publication date: March 11, 2014

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