While intense efforts of clarification have been made to distinguish between the concept of system and ecosystem, and between the different forms of ecosystems, very few works have addressed the issues of how these different forms of ecosystems are interacting in a dynamic perspective, or of how the notion of a dynamic ecosystem could emerge from the static frame of a system approach. The five chapters in this volume precisely aim at adding to this literature by highlighting the interplay between different types of innovation systems. A common thread among the five chapters of the book is the recognition of the need to develop new lenses to formally account for adaptative behaviour within clusters, networks, or regional innovation systems using the ecosystem metaphor. The diversity and heterogeneity of agents, the complexity of relationships, and new forms of organisation (underground, middleground, and upperground) are the main characteristics of innovation ecosystems, in contrast to more traditional concepts like clusters or networks. In essence, the five chapters add various complexity dimensions (relationships, knowledge, systems, etc.) to the existing knowledge on ecosystems. The chapters in this book were originally published as a special issue of the journal Industry and Innovation.

Fransman explains how innovation happens and which factors can help or hinder, by treating innovation as a systemic phenomenon, or ecosystem of players and processes. It will appeal to economists, other social scientists, business people, policy makers, and anyone interested in innovation and entrepreneurship.

Sharing information and knowledge, co-innovating with clients, communities, and competitors and adopting cognitive technology, robo advisors, crowdfunding, and blockchain reflect current socio-economic behaviour. Emerging growth regions in Asia, demographic shifts, intergenerational wealth transfers and increasing regulations are other trends that amplify each other, disrupt the client journey, and affect the entire economy. Moreover, unprecedentedly, new market entrants outside the financial sector, be it Amazon, Apple, Google, or Facebook, are increasingly expanding their scale and scope to offer financial services. Featuring case studies of Chinese business ecosystems, such as Alibaba/Ant Financial, that have transformed from displaying domestic and organic growth to rapid global expansion, this highly readable book gives you glimpses of how banking services are evolving. We break down everything you need to know about the foray of challenger banks into the financial services. You learn how they link health to wealth data and gain advantages through analytical capabilities in the race to attract sophisticated clients with highly personalized experiences. The next level of creating and capturing value for clients and businesses involves platform models embedded in cross-sector ecosystems. Digital platforms are the crucial entry point to global markets, creating value for multiple sides. They leverage self-driving ecosystems that go beyond linear value chains applied in traditional business models as the sources of growth in an interconnected world are collaboration and network effects. The winners will be those who open up and engage themselves in an ecosystem that transcends organizational boundaries and performs without sector borders because every actor contributes to the value constellation of the system. The book provides practitioners and scholars with new insights into open and holistic business models, where competition in future will be between ecosystems rather than at the company level. It encourages leaders to expand their skills and think through the lens of the ecosystem theory while developing compelling strategies to serve the next-generation clients.

Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help—but there’s only one way to ensure sustained innovation: you need to lead it—and with a special kind of leadership. Collective Genius shows you how. Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a “good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization. Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don’t create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again—an environment where people are both willing and able to do the hard work that innovative problem solving requires. Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.

A key reading for leaders that outlines how to effectively innovate for the future and boost growth, while running the core business. - Alex Osterwalder, Co-author of Business Model Generation. Winner of the 2018 CMI Management Book of the Year Award for Innovation and Entrepeneurship The Corporate Startup is a practical guide for established companies that aspire to develop and sustain their innovation capabilities. * The world around us is changing rapidly. There is now more pressure on established companies to innovate. * The challenge most companies face is how to develop new products for new markets, while managing their core business at the same time. * The principles and practices outlined in this book provide companies with a blueprint of how to manage innovation while they execute on their core business. * The Corporate Startup provides frameworks, visualizations, templates, tools and methods that can be easily applied to develop new products and business models. This book helps organisations of all sizes to manage innovation. This playbook uses illustrated step-by- step guides to lead the reader through the processes to create an ecosystem that nurtures innovation at every level in a business. - Jury CMI Management Book of the Year. Big companies need to innovate or die. The question is how. Companies need a playbook; a process by which they can start the process of transforming their organizations into innovation engines. The Corporate Startup is that playbook. It provides a proven methodology --applying Lean Startup principles and more-- for building a culture of innovation. - Ben Yoskovitz, Co-Author of Lean Analytics and Founding Partner at Highline BETA.

Higher education has been considered both an 'engine' for innovation and a 'catalyst' for sustainability development; the integration of both the innovation engine and sustainability catalyst roles are discussed in a recently published Special Issue on the theme of Higher Education in Innovation Ecosystems in the journal Sustainability. Based on 16 articles contributing to the Special Issue from various perspectives, the Special Issue editors have developed an overarching framework about the relationships between higher education and innovation ecosystems. In the framework, we re-define the concept of innovation ecosystem and identify emerging roles of universities in developing sustainable innovation ecosystems. Re-conceptualization of innovation ecosystems In the editorial of the Special Issue, innovation ecosystem is defined as: co-innovation networks in which actors from organizations concerned with the functions of knowledge production, wealth creation, and norm control interact with each other in forming co-evolution and interdependent relations (both direct or indirect) in cross-geographical contexts and through which new ideas and approaches from various internal and external sources are integrated into a platform to generate shared values for the sustainable transformation of society. Compared with most commonly cited definitions of innovation ecosystem, our definition highlights three new aspects of interactions in co-innovation networks: cross-sectoral, transnational, and indirect, drawing insights from the literature including innovation, geography, and biology studies. The roles of universities in innovation ecosystems The emerging roles of universities in innovation ecosystems are as follows: (1) The role of universities is changing from being a central player in technology transfer to being an anchor in knowledge exchange; (2) universities are assuming a new role in trust-building between actors in innovation ecosystems; and (3) universities are not merely an entrepreneurial universities but are also institutional entrepreneur in the innovation ecosystem. The three emerging roles all indicate that universities are becoming the catalysts for sustainable development in innovation ecosystems. Knowledge exchange is crucial for sustainability; trust is the foundation of the sustainable networks; social entrepreneurship is indispensable for sustainable social change. Evidence in wider contexts A total of 44 authors from 10 countries contributed to the discussions on the changing roles of higher education in innovation ecosystems from varying perspectives. They also report transformations within higher education and universities' responses to both external and internal transformations. When addressing these issues, the studies provide both theoretical and methodological contributions to the research on higher education in innovation ecosystems. The 16 articles can be generally placed into four categories: (1) new demands for universities arising from the transformation in society toward innovation ecosystems, (2) transformations within higher education responding to emerging societal demands, (3) dynamics of the interaction of university with other innovation actors in a transnational context, and (4) academic and student mobility for higher education innovation. Calling for a new research agenda While societal changes demand broader roles of universities, they also call for and leads to substantial changes within the internal fabric of the university. The innovations in both society and the universities necessitate a renewed understanding of higher education in society, which has become a new research agenda in studies on innovation in higher education. We hope our Special Issue will inspire and encourage more scholars to join the research field.

Innovation requires supportive innovation ecosystems. This book is about building innovation ecosystems and improving existing ones. These have the character of complex adaptive systems. Innovation ecosystems do not just happen; they need to be engineered. Cases and examples in the book of how to engineer innovation ecosystems illustrate widely applicable fundamentals. No previous knowledge of complexity is assumed. Innovation ecosystems are systems of people usually in organizations behaving as normal non-rational beings, making decisions, experiencing successes and failure, learning, and living. An innovation ecosystem is a complex system of connections and relationships among people and their environment. We call these Rainforests or complex adaptive systems. This book applies complex adaptive systems and Rainforest Thinking to building innovation ecosystems.Understanding such systems helps deliver economic and social benefits: entrepreneurship, new business opportunities, workforce utilization, exports, investment, quality of life, prosperity, and more in a holistic, positive manner; and, most importantly, a robust innovation culture. Strategic planning and planning strategies change when the environment is a mix of certainty and uncertainty, as in complex adaptive systems.