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The DOI matches its Crossref record; 101 of the 102 references it cites were found in a registry or an index.

Towards a theory of ecosystems

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Jacobides, Michael G., Cennamo, Carmelo, Gawer, Annabelle·2018·Strategic Management Journal
DOI 10.1002/smj.2904
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Abstract

Research Summary: The recent surge of interest in “ecosystems” in strategy research and practice has mainly focused on what ecosystems are and how they operate. We complement this literature by considering when and why ecosystems emerge, and what makes them distinct from other governance forms. We argue that modularity enables ecosystem emergence as it allows a set of distinct yet interdependent organizations to coordinate without full hierarchical fiat. We show how ecosystems address multilateral dependences based on various types of complementarities—supermodular or unique, unidirectional or bidirectional—which determine the ecosystem's value‐add. We argue that at the core of ecosystems lie nongeneric complementarities, and the creation of sets of roles that face similar rules. We conclude with implications for mainstream strategy and suggestions for future research. Managerial Summary: We consider what makes ecosystems different from other business constellations, including markets, alliances, or hierarchically managed supply chains. Ecosystems, we posit, are interacting organizations, enabled by modularity, not hierarchically managed, bound together by the nonredeployability of their collective investment elsewhere. Ecosystems add value as they allow managers to coordinate their multilateral dependence through sets of roles that face similar rules, thus obviating the need to enter into customized contractual agreements with each partner. We explain how different types of complementarities (unique or supermodular, generic or specific, uni‐ or bi‐directional) shape ecosystems and offer a “theory of ecosystems” that can explain what they are, when they emerge, and why alignment occurs. Finally, we outline the critical factors affecting ecosystem emergence, evolution, and success—or failure.

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Research works printed but not linked: 6

  1. Brandenburger A. M., 1996, Co‐opetition: A revolutionary mindset that combines competition and cooperation in the marketplace
  2. Dewey J., 1999, The essential Dewey
  3. 10.2307/259056 · DOI
  4. James W., 1975, The meaning of truth
  5. Teece D. J., 2014, Entry in Palgrave Encyclopedia of Management
  6. 10.2307/20159628 · DOI

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Metadata

Authors
Jacobides, M. G., Cennamo, C., & Gawer, A.
Affiliations
  • London Business School (GB)
  • Bocconi University (IT)
  • University of Surrey (GB)
Corresponding author
Jacobides, Michael G.
ORCID
Venue
Strategic Management Journal
Publisher
Wiley
Published
2018-06-05
Volume
39
Issue
8
Pages
2255-2276
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
DOI
10.1002/smj.2904
OpenAlex
W2799670133
Cited by
3,724
References
102
Citations by year
2026: 790 · 2025: 565 · 2024: 520 · 2023: 499 · 2022: 483 · 2021: 404 · 2020: 297 · 2019: 129 · 2018: 30
FWCI
358.54
Type
journal article
Language
en
Open access
Licence
Locations
  • Strategic Management Journal (publishedVersion, cc-by)
  • SSRN Electronic Journal (publishedVersion)
  • London Business School Research Online (London Business School) (acceptedVersion)
  • Archivio istituzionale della Ricerca - Bocconi (submittedVersion, cc-by)
  • Surrey Research Insight Open Access (The University of Surrey) (submittedVersion)
  • Spiral (Imperial College London) (submittedVersion, other-oa)
Funders
London Business School
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Digital Platforms and Economics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Keywords
business ecosystems, ecosystem emergence, modularity, complementarity, inter-organizational coordination, governance forms

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