Opening Closed Business Ecosystem Boundaries With Digital Platforms: Empirical Case of a Port

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Author(s): Marika Iivari (University of Oulu, Finland), Petri Ahokangas (University of Oulu, Finland), Marja Matinmikko-Blue (University of Oulu, Finland)and Seppo Yrjölä (Nokia, Finland)
Copyright: 2022
Pages: 30
Source title: Emerging Ecosystem-Centric Business Models for Sustainable Value Creation
Source Author(s)/Editor(s): Xenia Ziouvelou (National Centre for Scientific Research “Demokritos”, Greece & University of Southampton, UK)and Frank McGroarty (University of Southampton, UK)
DOI: 10.4018/978-1-7998-4843-1.ch004

Keywords: Business and Organizational Research / Business Science Reference / Environment & Agriculture / Sustainable Development

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Abstract

Applying a business model approach, this chapter identifies various challenges in digital platform and platform-based business model development in the case of a physical port ecosystem. Using an empirical case, the chapter identifies the prerequisites and consequences of opportunities, value, and advantages for an existing ecosystem that aims to create a “digital twin.” It contributes to academic discussions on the intersection of ecosystems, platforms, and business models by exploring the antecedents and controversies of configuring ecosystem boundaries in a digital context. Moreover, the chapter contributes to research by analyzing how a previously closed ecosystem seeks to open its boundaries and interfaces, both internally among the internal ecosystem members and externally to the outside business environment.

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Opening Closed Business Ecosystem Boundaries With Digital Platforms: Empirical Case of a Port

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