Abstract
Introducing product-service-software systems (PSSS) to the market requires forming an enabling ecosystem, which can be largely based on incumbent business ecosystems. Creating value through PSSS with autonomous capabilities will likely encounter numerous challenges related to the lock-ins in current ecosystem structure. We use institutional theory as a lens and autonomous ships as the case to shed some light on types and impacts of these barriers. We identify a set of institutional barriers pertinent to regulatory, normative and cultural-cognitive pillars of institutions. We further analyze how institutional barriers affect creating, delivering, and capturing value of autonomous ships, ultimately shaping the ecosystem formation around PSSS. The main contribution of the paper is the depiction of early ecosystem dynamics as the mutual adaptation of the PSSS value proposition and the structure of the incumbent ecosystem.
Highlights
Autonomous solutions continue the range of smart product-servicesoftware system (PSSS) offerings and business models that product suppliers adopt (Hsuan, Jovanovic, & Clemente, 2021; Kohtamaki, Parida, Oghazi, Gebauer, & Baines, 2019; Tukker, 2004, 2015)
This extends the perspective of a business ecosystem from purely business interactions and interdepen dent activities of business actors to achieve system value creation (Adner, 2017; Jacobides et al, 2018; Kapoor, 2018) to how they are affected by institutional structures within business ecosystems and outside them
Earlier studies have laid out the modular properties of business model dependencies between actors in an ecosystem (Hellstrom et al, 2015; Talmar et al, 2018), which we extend in two ways
Summary
Autonomous solutions continue the range of smart product-servicesoftware system (PSSS) offerings and business models that product suppliers adopt (Hsuan, Jovanovic, & Clemente, 2021; Kohtamaki, Parida, Oghazi, Gebauer, & Baines, 2019; Tukker, 2004, 2015). Devel oping such PSSS requires innovative technologies and new digital ser vitization business models employed by their innovators (Aas, Breunig, Hellstrom, & Hydle, 2020) and an enabling business ecosystem that aligns the actions and value propositions of many actors needed to deliver the promised “system” value of autonomous solutions (Jova novic, Sjodin, & Parida, 2021; Kohtamaki et al, 2019; Reim, Sjodin, & Parida, 2018). Incumbent ecosystems build on established roles and power positions, values and ways of working—that is, an institutionalized structure of production (Jacobides & Winter, 2005). This can be problematic if the current value creation structure and established industry norms inhibit adoption of emerging technologies due to systemic lock-ins or institutionalized practices (Arthur, 1989). In light of institu tional character of value co-creation structure of business ecosystems (Thomas and Thomas & Autio, 2014), it is important to understand how the innovative value propositions introduced in incumbent ecosystems are adapted in relation to the incumbents’ value propositions and competition between ecosystems, and under the effect of the institutional barriers to their value creation logic
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