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Establishing an Electric Mobility Ecosystem - Experiences in initiating and accompanying SME realizing a cooperative ecosystem
The ability to organize is our most valuable social technology and the successful organizational design of an enterprise can increase its efficiency, effectiveness, and ability to adapt. Modern organizations operate in increasingly complex, dynamic, and global environments, which puts a premium on rapid adaptation. Compared to traditional organizations, modern organizations are flatter and more open to their environments. Their processes are more generative and interactive – actors themselves generate and coordinate solutions rather than follow hierarchically devised plans and directives. They also search outside their boundaries for resources wherever they may exist, and co-produce products and services with suppliers, customers, and partners, collaborating – both internally and externally – to learn and become more capable. In this volume, leading voices in the field of organization design demonstrate how a combination of agile processes, artificial intelligence, and digital platforms can power adaptive, sustainable, and healthy organizations.
Depuis 2010, la promotion de la mobilité électrique est inscrite à l’agenda des gouvernements français et européens. En France, des mesures incitatives à l’achat d’une voiture électrique ont été instaurées afin de lever des verrous financiers et psychologiques. Le déploiement d’une infrastructure de recharge ouverte au public répond, par exemple, à un frein psychologique majeur, la « peur de la panne », c’est-à-dire l’appréhension de ne pas pouvoir recharger son véhicule en dehors de chez soi en cas d’urgence. À ce titre, l’infrastructure de recharge ouverte au public a connu, en dix ans, une forte croissance. Notre travail de thèse en aménagement de l’espace et urbanisme consiste ainsi à documenter l’essor de cet équipement, en nous appuyant sur le cas de la Région Hauts-de-France. Trois parties structurent la thèse. La première partie décrit la construction d’un système automobile renouvelé autour de la voiture électrique. Dans ce système, qui permet à l’automobile de conserver une place dans la ville durable, nous plaçons l’infrastructure de recharge comme clé de voûte et, à l’aide de ressources conceptuelles et méthodologiques issues de la littérature des réseaux, nous proposons une méthode d’analyse de ce nouveau service. Celle-ci combine le traitement de données quantitatives, à l’origine des cartographies, mais également qualitatives, composées d’entretiens semi-directifs menés auprès des acteurs régionaux de la mobilité électrique. La seconde partie présente l’état des lieux de la diffusion des stations de recharge dans la région Hauts-de-France. L’infrastructure est un service urbain, déployé par une multiplicité d’acteurs dans les espaces densément urbanisés et peuplés de la région. Nous avons approfondi le fonctionnement et les choix de gouvernance des réseaux publics de recharge : ces choix ont influencé la localisation des réseaux d’infrastructures ainsi que les registres de justification préalables au déploiement : service public indispensable pour les uns et moteur de la croissance économique pour les autres. La troisième et dernière partie nous permet de prendre du recul vis-à-vis des résultats exprimés en seconde partie. Nous avons ainsi classé les acteurs du projet d’infrastructure en 9 catégories et présenté leur degré de relation. La réforme territoriale avec la fusion des régions opérée en 2016 a conduit les acteurs publics à trouver les moyens de coordonner leur offre de recharge : l’interopérabilité des réseaux et la diffusion d’un badge d’accès commun comptent parmi les outils actuels d’harmonisation des politiques régionales de mobilité électrique. Cette partie se termine par la présentation de données d’usage qui interrogent les liens entre pratiques des utilisateurs et localisation des stations de recharge. Ce travail de thèse examine le développement d’une nouvelle infrastructure destinée à l’automobiliste, mais soutenue par les pouvoirs publics dans le cadre d’une transition énergétique des mobilités. Entre renforcement du système automobile et soutien aux motorisations alternatives, l’infrastructure de recharge tend à élargir le périmètre d’action des collectivités territoriales en matière de transport. Elle soulève également des enjeux politiques et symboliques : la station de recharge valorise l’action des acteurs publics tout en donnant une image innovante d’un territoire. L’installation d’une infrastructure de recharge ouverte au public est considérée dans la thèse comme un projet d’aménagement du territoire intégré dans la planification locale et conçu comme un nouveau service de mobilité. Nous montrons que les fonctionnalités de l’infrastructure ont été décuplées grâce à l’action conjointe des collectivités et des entreprises des technologies de l’information et de la communication. La station de recharge est à l’image d’une transition numérique des mobilités : en tant qu’objet connecté, elle ouvre la voie à de nouveaux usages de la voiture et de l’énergie.
The "ecosystem" metaphor has been gaining increasing currency in management research; however there is only limited recognition and integration of other similar management constructs and underlying theory. We conduct a systematic review of the ecosystem and related literature, defining an ecosystem as a network of interconnected organizations, organized around a focal firm or platform, which incorporates both production and use side participants. We suggest three interdependent characteristics that provide the boundaries of the ecosystem construct - value logic, participant symbiosis and institutional stability - and outline the interrelationships between them. Utilizing these characteristics, we propose the "ecosystem model" as a practitioner tool, analogous to the business model, which describes the rationale of how an ecosystem creates, delivers and captures value. We conclude by identifying emerging trends and areas for future research.
Today, many knowledge-based technology applications form a business ecosystem: a set of complex products and services made by multiple firms in which no firm is dominant. For this paper the emerging radio frequency ID (RFID) ecosystem was built based on firms' alliance announcements, and propositions around the behavior of large, multi-line technology firms in this network were analyzed. The RFID network is used to empirically show that absorptive capacity, and exploration vs. exploitation theories may explain some behavior of large firms. Specifically, a propensity to form alliances in general makes it more likely large firms will join the RFID ecosystem, and more exploratory firms join earlier. Greater availability of slack resources also leads to the formation of more alliances in the network. The ecosystem perspective and these results may influence alliance decisions of firms entering into high cost technological innovations.
Much has been written about networks, strategic alliances, and virtual organizations. Yet these currently popular frameworks provide little systematic assistance when it comes to out-innovating the competition. That's because most managers still view the problem in the old way: companies go head-to-head in an industry, battling for market share. James Moore sets up a new metaphor for competition drawn from the study of biology and social systems. He suggests that a company be viewed not as a member of a single industry but as a part of a business ecosystem that crosses a variety of industries. In a business ecosystem, companies "co-evolve" around a new innovation, working cooperatively and competitively to support new products and satisfy customer needs. Apple Computer, for example, leads an ecosystem that covers personal computers, consumer electronics, information, and communications. In any larger business environment, several ecosystems may vie for survival and dominance, such as the IBM and Apple ecosystems in personal computers or Wal-Mart and K mart in discount retailing. In fact, it's largely competition among business ecosystems, not individual companies, that's fueling today's industrial transformation. Managers can't afford to ignore the birth of new ecosystems or the competition among those that already exist. Whether that means investing in the right new technology, signing on suppliers to expand a growing business, developing crucial elements of value to maintain leadership, or incorporating new innovations to fend off obsolescence, executives must understand the evolutionary stages all business ecosystems go through and, more important, how to direct those changes.
The objective of this study is to construct a conceptual model of the behaviour and development of an organisation population of which knowledge-intensive service firms form an important part. Attention is directed towards the assumptions, on which the behaviour of organisations and populations that constitute of them is based. In addition, the importance and value of knowledge in business, and especially in knowledge-intensive service organisations, is taken into account. This research is conducted in an explorative manner as a literature review and conceptual analysis. The material for this study - books, journal articles and conference papers - has been gathered through library databases and by attending some international conferences. The research problem “How can the behaviour and development of an organisation population, of which knowledge intensive service firms form a part, be modelled at the conceptual level?” has been approached in an interdisciplinary way from the fields of complexity, evolutionary economics and business ecosystem. In addition, some assumptions of neoclassical economics, and their implications to the modelling problem at hand, are reviewed. The conceptual model constructed in this research emphasises the dynamics that follow on the one hand from conscious choice and limited knowledge of an individual organisation and on the other hand from the interconnectedness and feedback loops of an organisation population. Conscious choice is an important observation since it differentiates economic evolution from biological evolution. Limited and local knowledge is assumed since no organisation can be perfectly aware of the present state, not to mention the future. This leads to profit motivated striving and not to optimisation as neoclassical economics would suggest. An organisation population is interconnected through competition and cooperation that can be present simultaneously. This results in feedback loops that carry triggers that can induce change in the behaviour of the organisations. Thus, a change in the behaviour of an organisation can induce another organisation to change its behaviour which in turn will encourage the initial organisation to change its behaviour again. These triggers consist essentially of knowledge. Conscious choice, limited knowledge, interconnectedness and feedback loops result in a nondeterministic, nonlinear and unpredictable future constructed by the organisations.
The success of an innovating firm often depends on the efforts of other innovators in its environment. How do the challenges faced by external innovators affect the focal firm's outcomes? To address this question we first characterize the external environment according to the structure of interdependence. We follow the flow of inputs and outputs in the ecosystem to distinguish between upstream components that are bundled by the focal firm, and downstream complements that are bundled by the firm's customers. We hypothesize that the effects of external innovation challenges depend not only on their magnitude, but also on their location in the ecosystem relative to the focal firm. We identify a key asymmetry that results from the location of challenges relative to a focal firm—greater upstream innovation challenges in components enhance the benefits that accrue to technology leaders, while greater downstream innovation challenges in complements erode these benefits. We further propose that the effectiveness of vertical integration as a strategy to manage ecosystem interdependence increases over the course of the technology life cycle. We explore these arguments in the context of the global semiconductor lithography equipment industry from its emergence in 1962 to 2005 across nine distinct technology generations. We find strong empirical support for our framework. Copyright © 2009 John Wiley & Sons, Ltd.
Increasingly, organizations develop professional communities for knowledge transfer, usually so as to draw on a vast pool of expertise, or to enable participants to help each other when problems arise. Such communities can be perceived as digital ecosystems, where individuals with different levels of interest and resources participate and provide resources in a give-and-take that creates benefits for all. Sustaining such a community is not easy, and is not simply a technology issue. Sustainability seems to arise from a multiplicity of factors, spanning technology and community management. The article explores key success factors for a sustainable, professional community. To do so, it analyzes Slashdot, a highly popular online community site. Our analysis considered three elements. First, we identified key criteria for self-sustaining websites based on the literature. Then we examined Slashdot to confirm its self-sustaining nature. Finally we surveyed Slashdot users concerning the site's adherence to the criteria.
"Put together one of the world's best science writers with one of the universe's most fascinating subjects and you are bound to produce a wonderful book. . . . The subject of complexity is vital and controversial. This book is important and beautifully done."âStephen Jay Gould "[Complexity] is that curious mix of complication and organization that we find throughout the natural and human worlds: the workings of a cell, the structure of the brain, the behavior of the stock market, the shifts of political power. . . . It is time science . . . thinks about meaning as well as counting information. . . . This is the core of the complexity manifesto. Read it, think about it . . . but don't ignore it."âIan Stewart, Nature This second edition has been brought up to date with an essay entitled "On the Edge in the Business World" and an interview with John Holland, author of Emergence: From Chaos to Order.
This paper discusses a new approach to modeling organization populations containing knowledge-intensive service organizations. Knowledge-intensive services are a growing sector both in volume and in economic importance. In many aspects they are distinctive and do not fit to the traditional concepts explaining a business organization. Thus they benefit of new ways to interpret and study organizations and organization populations. This paper presents the concept of business ecosystem, and the agent-based modeling of it, as a possibility to understand the complex environment where knowledge-intensive service (KIS) organizations operate. This paper covers the distinctive features of knowledge-intensive service organizations first and then explains how these features can be taken into account when modeling a population of organizations containing KIS organizations as agents. This research is based on literature review and thus the conclusions are on the conceptual level.
Who joins the Platform? The Case of the RFID Business Ecosystem
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