En poursuivant votre navigation, vous acceptez l'utilisation de cookies destinés à améliorer la performance de ce site et à vous proposer des services et contenus personnalisés.

X

Track 4.1 - The design of new industrial ecosystems

Pascal LE MASSON, Prof, MINES ParisTech - PSL
Gordon MULLER-SEITZ, Prof, Technische Universität Kaiserslautern
Susanne OLLILA, Prof., Chalmers Technical University
Vivek VELAMURI, Prof HHL Leipzig Graduate School of Management


Track's Contacts : 

pascal.le_masson[AT]mines-paristech.fr
gms[AT]wiwi.uni-kl.de


Recent works on business model innovation (Schneckenberg and Velamuri 2018) (Spieth et al. 2014; Demil and Lecocq 2010) and ecosystems (Jacobides et al. 2018) have underlined the variety of configurations, roles and strategic positioning in the contemporary industry. They raised the critical issue of designing these ecosystems: is it possible to design a technological core to become a platform leader? who are the actors capable of designing an ecosystem? And also: what are the required managerial competencies? What kind of leaders? What kind of work division and value division? What kind of collaborations?

On the other hand, the study of design regimes and innovation dynamics has shed lights on new actors and new forms of interactions supporting intensive innovation dynamics at ecosystem level (Lange et al. 2013; Le Masson et al. 2012; Ollila and Yström 2016). These works underline that new ecosystem dynamics call for new forms of relationships between economic actors, based on the capacity to collectively explore the unknown. In particular it can lead to new forms of relationships between industrial ecosystem, society and scientific research. These works also relied on recent advances in design methods, design theory and even design cognition (Agogué et al. 2012) to improve the analytical framework and experiment with new methods and organizational forms.

This track will study these actors in charge of new ecosystem dynamics. Papers can be based on the empirical study of the actors; the track also welcomes theoretical papers that could help rediscuss the nature of the relationship in this process of ecosystem design, a relationship that probably goes far beyond the usual economics transaction. The track also welcomes methodological papers that propose new instruments and new techniques to help study ecosystems design.

Topic: 

- research / industry relationship for double impact; 

- managing collective innovation for industry 4.0 

- platform emergence and platform overthrown

- design regimes 

- prescription and ecosystem dynamics 

- cognitive approach of ecosystem dynamics


References

Agogué M, Le Masson P, Robinson DKR (2012) Orphan Innovation, or when path-creation goes stale: missing entrepreneurs or missing innovation? Technology Analysis & Strategic Management 24 (6):603-616.

Demil B, Lecocq X (2010) Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning 43 (2):227-246.

Jacobides MG, Cennamo C, Gawer A (2018) Towards a theory of ecosystems. Strategic Management Journal 0 (0).

Lange K, Müller-Seitz G, Sydow J, Windeler A (2013) Financing innovations in uncertain networks—Filling in roadmap gaps in the semiconductor industry. Research Policy 42 (3):647-661.

Le Masson P, Weil B, Hatchuel A, Cogez P (2012) Why aren’t they locked in waiting games? Unlocking rules and the ecology of concepts in the semiconductor industry. . Technology Analysis & Strategic Management 24 (6):617-630.

Ollila S, Yström A (2016) Exploring Design Principles of Organizing for Collaborative Innovation: The Case of an Open Innovation Initiative. Creativity and Innovation Management 25 (3):363-377.

Schneckenberg D, Velamuri V K, Comberg C (2018) The design logic of new business models: unveiling cognitive foundations of managerial reasoning. European Management Review To be published.

Spieth P, Schneckenberg D, Ricart JE (2014) Business model innovation – state of the art and future challenges for the field. R&D Management 44 (3):237-247.