| Module Title |
Digital Business Eco-system |
| Module Code |
BAA1042 (ITS: SB105) |
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Faculty |
DCU Business School |
School |
DCU Business School |
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NFQ level |
8 |
Credit Rating |
10 |
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Description
Aim: This module introduces students to the metaphor and logic of Digital Business Ecosystems. Business models based on two-sided or multi-sided platforms disrupt the competitive environment, be it for goods suppliers, system integrators, information and technology companies, or customers. The eco-system (instead of the firm) becomes the level where value is created/co-created and appropriated.
Content: This course equips learners to dissect ecosystems and explore key theoretical underpinnings, actors and actions, and how value can be created/co-created. Learners are provided with an understanding of ecosystems, commencing with an appreciation of the historical evolution of technology culminating in the 4th Industrial Revolution. Learners discover different concepts from an ecosystem - such as modularity, multilateralism coordination, and platforms. Key concepts are then applied in specific contexts (entrepreneurship, healthcare, manufacturing, online education) to explore the evolution and map future scenarios. The module ends with an appreciation of prospective unintended consequences and value destruction in ecosystems, including lock-in effects and path dependency.
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Learning Outcomes
1. 1E37C8D4-CF34-0001-20F9-46A05E20EA40
2. Understand the meaning and role of business ecosystems
4. 6,8,9
5. 1
6. 1E37C8D4-D3B0-0001-C3B5-C53F9FB085A0
7. Identify design, plan, and assess innovative business models by exploring the key ecosystem actors in digitally enabled environments (i.e., for new digital platforms and existing firms).
9. 6,8,11,9
10. 2
11. 1E37C8D4-DB07-0001-4BA5-5494CEC01449
12. Explore value creation in digital business ecosystems
14. 6,8
15. 3
16. 1E49A7FF-BCBC-0001-1E2E-2D00460011DC
17. Understand different types of digital business models (open innovation, user-generated content, IoT, sharing economy models, social commerce, etc.).
19. 6,8,9,10
20. 4
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| Workload | Full time hours per semester | | Type | Hours | Description |
|---|
| Lecture | 24 | No Description | | Workshop | 24 | No Description | | Online activity | 25 | No Description | | Directed learning | 80 | No Description | | Assignment Completion | 97 | No Description |
| Total Workload: 250 |
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| Section Breakdown | | CRN | 10117 | Part of Term | Semester 1 | | Coursework | 100% | Examination Weight | 0% | | Grade Scale | 40PASS | Pass Both Elements | N | | Resit Category | RC1 | Best Mark | N | | Module Co-ordinator | Fabrizio Amarilli | Module Teacher | |
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| Assessment Breakdown |
| Type | Description | % of total | Assessment Date |
|---|
| Report(s) | Apply value-chain frameworks and/or platform business models to business case studies. | 15% | n/a | | Group assignment | Individual identification of ecosystem and mapping Build Your Eco-system” using Platform Canvas Tool for an existing business | 20% | n/a | | Reflective journal | Key Takeaways from Industry Lecture(s) on Ecosystems and their actors in modern-day businesses | 8% | n/a | | Reflective journal | Each student must submit key takeaways discussed in the Babson Collaboration Workshop (likely Early November) and/or collaborative discussions as a part of the curriculum. | 8% | n/a | | Completion of online activity | Completion of External Certifications (e.g. Google Garage, LinkedIn Learning, and Kubicles) | 9% | n/a | | Group project | Group assessment - application of business eco-system logic to enhance understanding of evolution and future scenarios.
1. Can students identify the following with respect to an ecosystem-based business?
2. Can the student accurately identify the cost model?
3. Can the student accurately identify the cost model? | 40% | n/a |
| Reassessment Requirement Type |
Resit arrangements are explained by the following categories;
RC1: A resit is available for both* components of the module.
RC2: No resit is available for a 100% coursework module.
RC3: No resit is available for the coursework component where there is a coursework and summative examination element.
* ‘Both’ is used in the context of the module having a coursework/summative examination split; where the module is 100% coursework, there will also be a resit of the assessment
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Pre-requisite |
None
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Co-requisite |
None |
| Compatibles |
None |
| Incompatibles |
None |
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All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml
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Indicative Content and Learning Activities
Why we are where we are
Understanding the evolution of technological progress through the agricultural, industrial, computing and the 4th industrial revolution.
Theory and meaning of eco-systems
What is an ecosystem? Networks effects, Metcalfe's law, complex Systems, value chains, platforms and co-creation. Eco-systems in differing context (e.g. healthcare, entrepreneurship, manufacturing).
Eco-systems actors and actions
Identifying key actors. The economics of bits and the economics of atoms. Exploring how companies can organise internally to manage ecosystems.
Value creation in eco-systems
Understanding collaboration. From alliances to eco-systems. Modularity, Multilateralism and Co-ordination. Mapping business ecosystems and digital chains. New Organizational Forms.
What got us here, won’t get us there
Drivers of eco-system change and dynamics. Evolution and destruction in eco-systems. Lock in effects and path dependency. Panda’s Thumb of technology.
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Indicative Reading List
Books:
- Frey, C. B.: 2019, The Technology Trap: Capital, Labour and Power in the Age of Automation, Princeton University Press.,
- Corallo, A., Passiante, G., & Prencipe, A.: 2007, The Digital Business Ecosystem, Edward Elgar.,
Articles:
- Barnett, M. L., Henriques, I., & Husted, B. W.: 2020, The Rise and Stall of Stakeholder Influence: How the Digital Age Limits Social Control., Academy of Management Perspectives, 34(1): 48-64., 57133
- 2019: The Myths and Realities of Business Ecosystems, MIT Sloan Management Review, 25th of February, 57134, 1
- The Panada's Thumb of Technology.: Natural History, January, 57135, 1, Gosline, R. R., & Krithivasan, K.
- MIT Sloan Management Review.: February, 57136, 1, Iansiti, Marco and Lakhani, Karim R, 2017
- September–October: 57137, 1, Kohtamäki, M., Parida, V., Oghazi, P., Gebauer, H., & Baines, T., 2019, Digital servitization business models in ecosystems: A theory of the firm
- 57138: 1, Millán, J. M., Lyalkov, S., Burke, A., Millán, A., & van Stel, A., 2019, ‘Digital divide’ among European entrepreneurs: Which types benefit most from ICT implementation?, Journal of Business Research, 125, March 2021, Pages 533-547,
- 1: Senyo, P. K., Liu, K., & Effah, J., 2019, Digital business ecosystem: Literature review and a framework for future research, International Journal of Information Management,, 47: 52-64,
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Other Resources
- Website: Dietz, M., Khan, H., & Rab, I., 2020, How do companies create value from digital eco-systems? McKinsey Insights August. https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/how-do-companies-create-value-from-digital-ecosystems, https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/how-do-companies-create-value-from-digital-ecosystems
- Website: BCG, 2020, Do You Need a Business Ecosystem?, https://www.bcg.com/publications/2019/do-you-need-business-ecosystem
- Website: Platform Canvas Tool (https://www.theplatformcanvas.com/),
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