Abstract
Recent results of the Digital Economy and Society Index (52, 45%) and the European Index of Digital Entrepreneurship Systems (EIDES) (48%) illustrate an improved level of the digital performance in European Union countries and a significant progress towards unlocking the productivity of digital value co-creation and collaborative networks. It is also agreed that the rapid digitalization of the economy and the digital entrepreneurship approach fosters a transition of traditional business models to networked and integrated digital platform business models. Despite the well-recognized benefits of the digital entrepreneurship and the digital business ecosystem, application of emerging technologies and modern business models also brings inevitable sustainable management challenges. The main negative outcomes are in the disruption or exposure of vulnerabilities within collaborative organizational and social networks, the additional socio-technical pressure for both network supervisors and incumbents, and the asymmetry of digital information and resources, etc. Therefore, the present research provides a critical review on the scientific literature, a reconceptualization within the multi-level side effects, and an overview of the influence of the digital entrepreneurship within the sustainability and digital business ecosystem domains. The present paper delineates the sustainable digital entrepreneurship term and the combined conceptual framework of the digital sustainable value cycle.
Highlights
Academic Editor: Fernando AlmeidaThe digital entrepreneurship domain has multiple connection layers and forms of outcomes as a stand-alone process of digital business platforms management, as well as becoming an essential driver within modern innovation systems and ecosystem models [1].The digitalization domain and emerging digital technologies hold an influential supporting role on the implementation of the United Nations Sustainable Development Goals [2]
This paper aims to strengthen and expand the existing theoretical basis by developing an updated theoretical perspective for sustainable digital entrepreneurship and its multiple levels of influence for value co-creation and collaborative networks in the digital business ecosystem
Recent socioeconomic challenges and dynamics of the market orientation due to COVID-19 have led to a focus on potential innovative approaches within the well-known digital, social, and sustainable entrepreneurships, and are expected to contribute to the development of the business model innovation (BMI) and sustainability domains [20,21]
Summary
Academic Editor: Fernando AlmeidaThe digital entrepreneurship domain has multiple connection layers and forms of outcomes as a stand-alone process of digital business platforms management, as well as becoming an essential driver within modern innovation systems and ecosystem models [1].The digitalization domain and emerging digital technologies hold an influential supporting role on the implementation of the United Nations Sustainable Development Goals [2]. The digital entrepreneurship domain has multiple connection layers and forms of outcomes as a stand-alone process of digital business platforms management, as well as becoming an essential driver within modern innovation systems and ecosystem models [1]. The dynamics and a long-lasting situation of COVID-19, with new forms of negative socioeconomical pressures and outcomes, require businesses to accept a more integrated and holistic meaning of the value of entrepreneurship. Structural changes and a reconfiguration of behavioral models of the entrepreneurship are identified due to a significantly increased number of new incumbents, which have shifted to the platform-based digital business model and the digital business ecosystem within recent years [2]. Timely manner, these new, localized, small incumbents incorporated digital entrepreneurship as a fundamental operational approach with equal priorities for creating social, sustainable, and economic value [3]. The recent status of the business environment and new operational challenges require non-typical combinations of digital entrepreneurship and social entrepreneurship, leading to improved stakeholder and knowledge management, and the Received: 16 December 2021
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