chapter  9
24 Pages

Comparative Case Studies and New Implications


In Part 3, the authors derive common theoretical and practical knowledge through a number of in-depth case studies in Part 2. In particular, in achieving the strategic innovation capabilities needed to promote the creation, development and growth of the ecosystems discussed in Chapter 2, there needs to be “dynamic boundary consistency” both within and outside of corporate systems, while optimized organizational models must be created through collaborative innovation between stakeholders such as leader and follower companies to achieve this. As highlighted by [Insight 4] in Chapter 2, the formation of innovation communities as business networks is key to the configuration of an ecosystem. In other words, this means there have to be dynamic “community systems” formed through collaboration among stakeholders.