Abstract
Purpose: The work analyzes the concept of emergence according to ecosystems view. Therefore, the study proposes an integrated framework based on the combination of Viable Systems Approach (VSA) and Service-Dominant logic (S-D logic). The concept of service ecosystems and the identification of their main elements allows at pinpointing the main drivers for value co-creation and innovation that can lead to co-evolution as the key driver to challenge complexity. However, co-evolution is an unintelligible construct that can be observed only in the ongoing processes of value co-creation emergence. Methodology/Approach: Starting from the identification of the common points and of the dissimilarities between S-D logic and VSA, a matching between viable systems and service ecosystems is proposed to reveal the key drivers leading to the emergence of viable value co-creation. Then, the main elements of viable systems and ecosystems are integrated and subdivided into three drivers (value propositions, resource integration, institutions) for viable value co-creation and co-evolution in (eco)systems organizations. Findings: The integration between viable systems and ecosystems permits to reread emergence, intended as a key driver to challenge complexity in VSA, according to ecosystems perspective by leveraging on the notion of value co-creation as an ongoing process that can foster co-evolution over time. In this way, the concept of systems emergence can be reinterpreted in the light of value co-creation notion and based on a viable ecosystems view that can contribute to reveal the main drivers (resource integration, institutions and value propositions) and outcome (innovation and co-evolution) of value co-creation emergence. Implications: From a theoretical point of view, the study enhances a better understanding of emergence by associating the construct (relatively unexplored in literature) with value co-creation by shedding light on the mechanisms underlying service interactions. Regarding managerial stand-point, revealing the drivers to detect the emergence of viable value co-creation can aid managers to elaborate strategies for managing the unexpected and optimizing relationships among actors in order to challenge complexity. Originality/Value: By reinterpreting the concept of emergence according to ecosystems perspective, the work proposes an innovative application of the process of systems emergence to value co-creation mechanisms and rereads innovation as co-evolution, intended as a dynamic output of emergence. The viable ecosystems view on emergence and the identification of its drivers can advance a research agenda for further research aimed at analyzing: 1) the main strategies to challenge complexity; 2) the antecedents and drivers of co-creation; 3) the relationship between value co-creation and innovation.
Highlights
The study proposes an integrated framework based on the combination of Viable Systems Approach (VSA) and Service-Dominant logic (S-D logic)
The concept of service ecosystems and the identification of their main elements allows at pinpointing the main drivers for value co-creation and innovation that can lead to co-evolution as the key driver to challenge complexity
Methodology/Approach: Starting from the identification of the common points and of the dissimilarities between S-D logic and VSA, a matching between viable systems and service ecosystems is proposed to reveal the key drivers leading to the emergence of viable value co-creation
Summary
Current markets are characterized by mounting environmental complexity that leads organizations to adopt dynamic and flexible layouts based on the redefinition of traditional value exchanges and of the asymmetric relationships between consumers and providers to embrace a systems and networked view grounded on collaboration among users. Starting from the analysis of these shifts in the definition of service, product and value, Service-dominant logic (S-D logic) [3] [4] [5] is one of the most relevant services theories that conceptualizes markets as networks of co-creating actors [6] [7]. The cornerstone of the theory is value co-creation, the joint production of value among users, providers and all the actors engaged in service provision. Over the course of time, the need to study the appearance of value co-creation with the aim to understand and challenge complexity emerges. Value co-creation can be reinterpreted in line with the category of dynamism and turbulence and with the aim of co-evolution [9]
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