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Int. J. of Technology Management

Special Issue on: "Leveraging Technological Change: the Role of Business Models
and Ecosystems"

Guest Editors:
Prof. Pierre-Jean Benghozi, cole Polytechnique and CNRS, France
Prof. Thierry Rayna, Novancia Business School Paris, France
Dr. Elisa Salvador, cole Polytechnique, France
Dr. Ludmila Striukova, University College London, United Kingdom

It is well known (and possibly obvious) that new technologies create strong opportunities for innovation and
economic growth. Furthermore, as highlighted in the work of Schumpeter (and many others since), the fact
that technological change leads to both creation and destruction is an integral part of entrepreneurship and
innovation. Consequently, this means that technological change is not only about creating new productivity
assets and opportunities to compete with old industrial models, but also enables the design of new business
models and supports radically new strategies.

Beyond the issue of the intrinsic extent of technological change (i.e. the potential impact of the new
technology), ecosystems and business models are fundamental determinants of the actual impact of
technological change. While vibrant ecosystems and flexible business models enable us to spread new
technologies quickly and to fully reap resulting economical and social benefits, rigid ecosystems and
outdated business models create significant barriers and can considerably delay and reduce the positive
effect of new technologies.

While such issues may arise from any technological change, they have been particularly prevalent in the
case of industries that have gone digital, precisely because of the very specific characteristics of ICTs and
the internet: pervasiveness and flexibility. This has made them usable in any context and in any
organisational environment, thereby enabling them to support a wide range of strategies. As a consequence,
the digital economy has been characterised by a constant battle between traditional and emerging
ecosystems (e.g. Apples iTunes) and between old and new business models (e.g. boxed video games
vs freemium games).

Radical changes in infrastructure and the boom of digital services have had a durable effect on ecosystems.
Indeed, the increased role of networks, the new forms of partnerships (e.g. open innovation), value chain
transformations, industrial market reconfigurations, intellectual property rights (IPRs), performance economy
and servicisation are some of the crucial aspects of the digital revolution.

Furthermore, the virtually unlimited number of models and systems that can be supported by ICTs
encourages a high variability of the market structure, value chain and monetisation, not only in the digital
industries but also potentially in all industrial and economic sectors. As a consequence, business models
have become a critical vector of innovation, with many different models coexisting and competing. This is
particularly the case in the creative, cultural and information industries, but also, potentially, in many other
industries (e.g. the recent changes in manufacturing brought about by 3D printing).

Over the past few years, the concepts of business models and ecosystems have been increasingly used by
practitioners and academics alike, in particular, for the latter, in literature related to internet economy,
innovation management, entrepreneurship, complexity and evolutionary economics. The disruptive changes
brought about by ICTs and the internet have made these emerging concepts of critical importance not only
in the digital economy, but also in the economy as a whole.

While maximising the benefits of technological change depends on both ecosystems and business models,
the two cannot be considered independently from one another. Whereas strong and adaptive ecosystems
are drivers of strong value creation, adequate business models are required in order to capture this value.
Hence, the interactions between business models and ecosystems and their co-evolution are of critical
importance. Likewise, the roles played by stakeholders (in particular new ones) in both ecosystems and
business models have to be thoroughly understood.

http://www.inderscience.com/info/ingeneral/cfp.php?id=2532[9/17/2014 10:20:48 AM]

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Inderscience Publishers
The aim of this special issue is to bring together articles focusing on the role of business models and
ecosystems in leveraging technological change.

The issue will carry revised and substantially extended versions of selected papers presented at the
workshop Leveraging Technological Change: The Role of Business Models and Ecosystems (19 March
2014, London, UK). However, we also strongly invite and encourage submissions from researchers unable
take part in the workshop.

Subject Coverage

Suitable topics include, but are not limited to, the following:
The role of business models and ecosystems in the diffusion of new technologies
Innovative ecosystems
Business model innovation
Systems of innovation
Interactions between business models and ecosystems
The impact of disruptive technologies
New value chains in digitised industries
Changing business models and ecosystems in cultural and creative industries
The changing role of IP in business models and ecosystems
Open innovation in business models and ecosystems
The role of stakeholders (e.g. incubators, venture capital, customers) in helping define new business
models and ecosystems
The role of supporting technologies (e.g. ICTs) in enabling and supporting new ecosystems and business
models
Value creation vs. value capture
Rethinking revenue models: moving beyond advertising and free-economics
The rise of consumers in ecosystems: prosumption, crowdsourcing and crowdfunding
Competing business models and ecosystems

For any enquiries about the special issue, including subject coverage, please feel free to contact
Prof. Thierry Rayna (trayna@novancia.fr).

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for
publication elsewhere. (N.B. Conference papers may only be submitted if the paper has been completely rewritten and if appropriate written permissions have been obtained from any copyright holders of the original
paper).

All papers are refereed through a peer review process.

All papers must be submitted online. To submit a paper, please read our Submitting articles page.

Important Dates

Submission of manuscripts: 31 October, 2014

Notification to authors: 31 January, 2015

Final versions due: 31 March, 2015

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