Ecosystem effectuation: Creating new value through open innovation during a pandemic

Publikation: Bidrag til tidsskriftTidsskriftartikelfagfællebedømt

Standard

Ecosystem effectuation: Creating new value through open innovation during a pandemic. / Radziwon, Agnieszka; Bogers, Marcel L.A.M.; Chesbrough, Henry; Minssen, Timo.

I: R&D Management, Bind 52, Nr. 2, 2022, s. 376-390.

Publikation: Bidrag til tidsskriftTidsskriftartikelfagfællebedømt

Harvard

Radziwon, A, Bogers, MLAM, Chesbrough, H & Minssen, T 2022, 'Ecosystem effectuation: Creating new value through open innovation during a pandemic', R&D Management, bind 52, nr. 2, s. 376-390. https://doi.org/10.1111/radm.12512

APA

Radziwon, A., Bogers, M. L. A. M., Chesbrough, H., & Minssen, T. (2022). Ecosystem effectuation: Creating new value through open innovation during a pandemic. R&D Management, 52(2), 376-390. https://doi.org/10.1111/radm.12512

Vancouver

Radziwon A, Bogers MLAM, Chesbrough H, Minssen T. Ecosystem effectuation: Creating new value through open innovation during a pandemic. R&D Management. 2022;52(2):376-390. https://doi.org/10.1111/radm.12512

Author

Radziwon, Agnieszka ; Bogers, Marcel L.A.M. ; Chesbrough, Henry ; Minssen, Timo. / Ecosystem effectuation: Creating new value through open innovation during a pandemic. I: R&D Management. 2022 ; Bind 52, Nr. 2. s. 376-390.

Bibtex

@article{07a65049c87244dcb00dd2bc71d5752e,
title = "Ecosystem effectuation: Creating new value through open innovation during a pandemic",
abstract = "The severity of the COVID-19 pandemic confronts us with a global grand challenge representing an unprecedented crisis for health, economies, and societies. While digital champions are thriving, a large number of businesses and industries have been facing radical uncertainty, pushing some to the edge of collapse. This emergency calls for new ways to look at organizational ambidexterity and business model innovation. In this paper, we present and discuss a unique case study of a low-cost airline, AirAsia. With their fleet of aircraft grounded, and unable to pursue any incremental innovation opportunities, AirAsia decided to follow a radical ambidexterity path – focusing on exploration by building an innovation ecosystem. This case not only offers insights on a novel way to create value through open innovation but also extends the body of knowledge on entrepreneurial effectuation by introducing the concept of an ecosystem effectuation. AirAsia{\textquoteright}s case shows that, in financially distressed times, business model reconfiguration may not be enough, and instead of selecting means to attain goals, the goals may be created upon available means.",
keywords = "Faculty of Law, open innovation, Innovation ecosystem, ecosystem effectuation, value creation, business model innovation, covid 19, Corona virus",
author = "Agnieszka Radziwon and Bogers, {Marcel L.A.M.} and Henry Chesbrough and Timo Minssen",
year = "2022",
doi = "10.1111/radm.12512",
language = "English",
volume = "52",
pages = "376--390",
journal = "R&D Management",
issn = "0033-6807",
publisher = "Wiley Online",
number = "2",

}

RIS

TY - JOUR

T1 - Ecosystem effectuation: Creating new value through open innovation during a pandemic

AU - Radziwon, Agnieszka

AU - Bogers, Marcel L.A.M.

AU - Chesbrough, Henry

AU - Minssen, Timo

PY - 2022

Y1 - 2022

N2 - The severity of the COVID-19 pandemic confronts us with a global grand challenge representing an unprecedented crisis for health, economies, and societies. While digital champions are thriving, a large number of businesses and industries have been facing radical uncertainty, pushing some to the edge of collapse. This emergency calls for new ways to look at organizational ambidexterity and business model innovation. In this paper, we present and discuss a unique case study of a low-cost airline, AirAsia. With their fleet of aircraft grounded, and unable to pursue any incremental innovation opportunities, AirAsia decided to follow a radical ambidexterity path – focusing on exploration by building an innovation ecosystem. This case not only offers insights on a novel way to create value through open innovation but also extends the body of knowledge on entrepreneurial effectuation by introducing the concept of an ecosystem effectuation. AirAsia’s case shows that, in financially distressed times, business model reconfiguration may not be enough, and instead of selecting means to attain goals, the goals may be created upon available means.

AB - The severity of the COVID-19 pandemic confronts us with a global grand challenge representing an unprecedented crisis for health, economies, and societies. While digital champions are thriving, a large number of businesses and industries have been facing radical uncertainty, pushing some to the edge of collapse. This emergency calls for new ways to look at organizational ambidexterity and business model innovation. In this paper, we present and discuss a unique case study of a low-cost airline, AirAsia. With their fleet of aircraft grounded, and unable to pursue any incremental innovation opportunities, AirAsia decided to follow a radical ambidexterity path – focusing on exploration by building an innovation ecosystem. This case not only offers insights on a novel way to create value through open innovation but also extends the body of knowledge on entrepreneurial effectuation by introducing the concept of an ecosystem effectuation. AirAsia’s case shows that, in financially distressed times, business model reconfiguration may not be enough, and instead of selecting means to attain goals, the goals may be created upon available means.

KW - Faculty of Law

KW - open innovation

KW - Innovation ecosystem

KW - ecosystem effectuation

KW - value creation

KW - business model innovation

KW - covid 19

KW - Corona virus

U2 - 10.1111/radm.12512

DO - 10.1111/radm.12512

M3 - Journal article

VL - 52

SP - 376

EP - 390

JO - R&D Management

JF - R&D Management

SN - 0033-6807

IS - 2

ER -

ID: 283698010