Advertisement

The Impact of the Digital Technology Revolution on Creating New Markets and People’s Behavior

  • Adam JabłońskiEmail author
  • Marek Jabłoński
Chapter

Abstract

The digital transformation of the economy has become obvious. From this perspective, it becomes important to determine the impact of digital technologies on creating new markets and human and organizational behaviors. It is also important to define the determinants of the development of the economy and companies in the context of currently occurring digital challenges. This chapter defines, among others, the key concepts of the digital economy. The assumptions for the design and implementation of social business models occurring in the digital ecosystem have been defined. The assumptions for using the digital business ecosystem to build the resilient business models of companies have been developed. An attempt has been made to operationalize resilient and robust business models, which are present in a specific digital business ecosystem.

Keywords

Digital economy Social business models Digital business ecosystem 

References

  1. Boschma, R. (2015). Towards an Evolutionary Perspective on Regional Resilience. Regional Studies, 49, 733–751.CrossRefGoogle Scholar
  2. Briscoe, G. (2010). Complex Adaptive Digital EcoSystems. In Proceedings of the International Conference on Management of Emergent Digital EcoSystems. New York, NY: ACM.  https://doi.org/10.1145/1936254.1936262.CrossRefGoogle Scholar
  3. Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W.W. Norton & Company.Google Scholar
  4. Chard, K., Caton, S., Rana, O., & Bubendorfer, K. (2010). Social Cloud: Cloud Computing in Social Networks. Retrieved from https://ieeexplore.ieee.org/xpl/mostRecentIssue.jsp?punumber=5557896
  5. Gajewski, W., & Paprocki, J. (2016). Pieriegud, Cyfryzacja gospodarki i społeczeństwa, Szanse i wyzwania dla sektorów infrastrukturalnych. Gdańsk: Instytut Badań nad Gospodarką Rynkową—Gdańska Akademia Bankowa.Google Scholar
  6. Guinard, D., Trifa, V., Mattern, F., & Wilde, E. (2011). From the Internet of Things to the Web of Things: Resource-oriented Architecture and Best Practices. In D. Uckelmann, M. Harrison, & F. Michahelles (Eds.), Architecting the Internet of Things. Berlin and Heidelberg: Springer.Google Scholar
  7. Haaker, T., Bouwman, H., Janssen, W., & de Reuver, M. (2017, May). Business Model Stress Testing: A Practical Approach to Test the Robustness of a Business Model. Futures, 89, 14–25.CrossRefGoogle Scholar
  8. Ibarra, D., Ganzarain, J., & Igartua, J. I. (2018). Business Model Innovation Through Industry 4.0: A Review. Procedia Manufacturing, 22, 4–10.CrossRefGoogle Scholar
  9. Jabłoński, A. (2019). The Impact of Organization DNA on the Robustness of Business Models. In M. Jabłoński (Ed.), Strategic Value Management a Dynamic Perspective. New York: Nova Publishers Inc.Google Scholar
  10. Jabłoński, M. (2017a). Labilność modeli biznesu a zarządzanie interfejsami w koncepcji ekonomii współdzielenia. Przegląd Organizacji, 9, 13–21.Google Scholar
  11. Jabłoński, M. (2017b). Technopreneurship as a Business Driver to Designing Business Models in the Creative Industry. In A. Jabłoński (Ed.), Business Models Strategies, Impact and Challenges. New York: Nova Publishers Inc.Google Scholar
  12. Jørgensen, S., & Pedersen, L. J. T. (Eds.). (2018). RESTART Sustainable Business Model Innovation. Palgrave Studies in Sustainable Business in Association with Future Earth, ISBN 978-3-319-91971-3. Cham: Palgrave Macmillan.  https://doi.org/10.1007/978-3-319-91971-3.CrossRefGoogle Scholar
  13. Jung, B. (2017). Ekonomiki wokół gospodarki cyfrowej. Ekonomiczne Problemy Usług, 126(1/1), 128–129.Google Scholar
  14. Lenkenhoff, K., Wilkens, U., Zheng, M., Süße, T., Kuhlenkötter, B., & Mi, X. (2018). Key Challenges of Digital Business Ecosystem Development and How to Cope with Them. Procedia CIRP, 73, 168.CrossRefGoogle Scholar
  15. Metallo, C., Agrifoglio, R., Schiavone, F., & Mueller, J. (2018). Understanding Business Model in the Internet of Things Industry. Technological Forecasting & Social Change, 136, 298–306.CrossRefGoogle Scholar
  16. Palzkill-Vorbeck, A. (2012). Business Model Resilience in the Context of Corporate Sustainability Transformation. Business Model Resilience—GIN2012—Support your future today!.Google Scholar
  17. Sawy, O. A. E., & Pereira, F. (2013). Anticipating Game Changers for “Enterprise 2020” in a Digitally-Intensive World. In Business Modelling in the Dynamic Digital Space. Berlin and Heidelberg: Springer.  https://doi.org/10.1007/978-3-642-31765-1_1.CrossRefGoogle Scholar
  18. Selander, L., Henfridsson, O., & Svahn, F. (2013). Capability Search and Redeem Across Digital Ecosystems. Journal of Information Technology, 28, 183–197.CrossRefGoogle Scholar
  19. Snihur, Y., & Zott, C. 2013. Legitimacy without Imitation: How to Achieve Robust Business Model Innovation. Paper to be presented at the 35th DRUID Celebration Conference 2013, Barcelona, Spain, June 17–19.Google Scholar
  20. Sousa, M. J., & Rocha, Á. (2019). Skills for Disruptive Digital Business. Journal of Business Research, 94, 257–263.CrossRefGoogle Scholar
  21. Subramaniam, M., Iyer, B., & Venkatraman, V. (2018). Competing in Digital Ecosystems. Business Horizons. Available online 24 October 2018.Google Scholar
  22. Süße, T., Weber, P., Lasi, H., & Wilkens, U. (2017). Enterprise Interoperabilität in internetbasierten Ökosystemen. In N. Gronau (Ed.), Industrial Internet of Things in der Arbeits- und Betriebsorganisation. Berlin: GITO-Verlag.Google Scholar
  23. Täuscher, K., & Abdelkafi, N. (2015). Business Model Robustness: A System Dynamics Approach. In Proceedings of the 15th EURAM Conference, Warsaw, 17th–20th June.Google Scholar
  24. Täuscher, K., & Abdelkafi, N. (2018). Scalability and Robustness of Business Models for Sustainability: A Simulation Experiment. Journal of Cleaner Production, 170, 654–664.CrossRefGoogle Scholar
  25. Täuscher, K., & Laudien, S. M. (2018). Understanding Platform Business Models: A Mixed Methods Study of Marketplaces. European Management Journal, 36, 319–329.Google Scholar
  26. Tibay, V., Miller, J., Chang-Richards, A. Y., Egbelakin, T., Seville, E., & Wilkinson, S. (2018). Business Resilience: A Study of Auckland Hospitality Sector. Procedia Engineering, 212, 1217–1224.CrossRefGoogle Scholar
  27. Vendrell-Herrero, F., Parry, G., Bustinza, O. F., & Gomes, E. (2018). Digital Business Models: Taxonomy and Future Research Avenues. Strategic Change, 27(2), 87–90.CrossRefGoogle Scholar
  28. Walker, B., Holling, C. S., Carpenter, S. R., & Kinzig, A. (2004). Resilience, Adaptability and Transformability in Social-ecological Systems. Ecology and Society, 9(2):5.Google Scholar
  29. Wirtz, B. W. (2019). Digital Business Models, Concepts, Models, and the Alphabet Case Study. Springer Nature Switzerland AG.Google Scholar

Copyright information

© The Author(s) 2020

Authors and Affiliations

  1. 1.WSB University in PoznańPoznańPoland

Personalised recommendations