Public private ecosystem

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Table of contents

1. INTRODUCTION
PART I: RESEARCH STRATEGY: ELABORATING AN ACTION RESEARCH PROJECT AT THE VEDECOM INSTITUTE
2. METHODOLOGICAL APPROACH OF THE RESEARCH
2.1. INTRODUCTION
2.2. METHODOLOGICAL APPROACH OF THE RESEARCH
2.3. CHOICE OF THE INDUSTRY
2.4. INITIAL REFLECTION FOR COLLABORATION
2.5. RESEARCH QUESTION FORMULATION
2.5.1. Literature survey and refining initial research questions
2.5.2. Reflecting for further research questions
2.6. ASSESSMENT FOR COMPLEMENTARY METHODOLOGIES
2.7. DATA COLLECTION BY QUALITATIVE AND QUANTITATIVE APPROACHES
2.8. EVALUATION OF THE METHODOLOGY AND EXPLOITATION THE RESULTS
2.9. CONCLUSION
3. PRESENTATION OF THE VEDECOM INSTITUTE CASE
3.1. INTRODUCTION
3.2. INTERACTIONS AMONG THE ACTORS AND EVOLUTION PATH OF THE PROJECTS
3.2.1. Research program on transportation issues
3.2.2. French government’s priority on road transport safety
3.2.3. French government call for competitiveness clusters tender
3.2.4. Developing a competitiveness cluster
3.2.5. The fusion of two competitive clusters
3.2.6. Establishment of the Mov’eoTec competitiveness cluster
3.2.7. Mov’eoTec foundation creation
3.2.8. French government call for IEED projects
3.2.9. Establishment of the Vedecom Institute
3.2.10. ITE Vedecom and the ANR’s funds
3.2.11. Shaping the innovation experimentation
3.3. CHALLENGES AND MOTIVATIONS OF THE ACTORS FOR INNOVATION IN AUTOMOTIVE INDUSTRY AND TRANSPORTATION
3.3.1. Economic factors
3.3.2. Energy consumption, pollution and climate change
3.3.3. Customer’ interest change
3.3.4. Emerging new actors
3.4. TOWARDS SHARED AND MUTUALLY BENEFICIAL SOLUTIONS AND STRATEGIES
3.4.1. Commitment on innovation
3.4.2. Supporting collaborations and partnerships
3.4.3. Image, attractiveness and competitiveness
3.4.4. Promoting the automotive and transportation industries
3.5. DISCUSSION AND CONCLUSION
PART II: REVIEWING THE LITERATURE AND IDENTIFYING THE RESEARCH GAPS FOR DESIGNING A CONCEPTUAL FRAMEWORK: THE BUSINESS MODEL
4. LITERATURE OVERVIEW AND RESEARCH GAPS
4.1. INTRODUCTION
4.2. ANALYSIS OF THE BUSINESS MODEL DEFINITIONS
4.3. DISCUSSING THE BUSINESS MODEL TRENDS
4.4. CATEGORIZING THE BUSINESS MODEL COMPONENTS
4.5. CONCLUDING THE REFLECTIONS ON BUSINESS MODEL CONCEPT AND IDENTIFYING THE RESEARCH GAPS
4.5.1. Incompatible development of the business model concept alongside multi-actor concepts
4.5.2. Dispersed considerations for the business model components
4.5.3. Inadequate responsiveness to the business model dynamics
5. DESIGNING A CONCEPTUAL FRAMEWORK FOR THE BUSINESS MODEL OF A PUBLIC PRIVATE ECOSYSTEM
5.1. INTRODUCTION
5.2. BUSINESS ECOSYSTEM AND ITS VALUE NETWORK AS THE UNDERLYING MULTI-ACTOR STRUCTURE
5.3. BUSINESS MODEL COMPONENTS
5.3.1. Offer and demand systems’ configurations
5.3.2. Value structure
5.4. BUSINESS MODEL DYNAMICS
5.5. CONCEPTUALIZING THE BUSINESS MODEL OF ECOSYSTEM, ITS COMPONENTS AND DYNAMICS
PART III: DISCUSSING THE RESULTS: BUSINESS MODEL INNOVATION MECHANISMS, A MANAGEMENT TOOL DESIGN AND THE BUSINESS MODEL DYNAM
6. BUSINESS MODEL INNOVATION THROUGH EFFECTUAL PROCESSES
6.1. INTRODUCTION
6.2. THEORETICAL BACKGROUND
6.2.1. Effectuation logic in entrepreneurship literature
6.2.2. Effectuation reasoning versus causation reasoning
6.2.3. Effectuation multidimensional construct
6.3. BUSINESS MODEL INNOVATION
6.3.1. Reactive and proactive business model innovation approaches
6.3.2. Effectuation reasoning conformity to proactive business model innovation
6.3.3. Dealing with business model components in reactive and proactive approaches
6.3.4. Visualization of the effectual business model innovation
6.4. DISCUSSION AND CONCLUSION
6.4.1. Theoretical contributions
6.4.2. Managerial implications
7. DESIGNING A MANAGEMENT TOOL FOR THE BUSINESS MODEL OF THE PUBLIC PRIVATE ECOSYSTEM
7.1. INTRODUCTION
7.2. HIGHLIGHTING INADEQUACIES OF PREVIOUS STUDIES
7.2.1. Business model demonstration
7.2.2. Scope of analysis in business models
7.2.3. Business model evaluation
7.2.4. Stating the objective
7.3. EXPLAINING THE FRAMEWORK FOR DESIGNING THE MANAGEMENT TOOL
7.4. PROTOTYPING A MANAGEMENT TOOL FOR A PUBLIC PRIVATE PARTNERSHIP FOR CARSHARING
7.4.1. Data collection and analysis
7.4.2. Prototyping a management tool for the business model
7.5. INVESTIGATING THE BUSINESS MODEL OF ECOSYSTEM FOR INITIATING THE INNOVATION PROJECT
7.5.1. Describing the process
7.5.2. Urban passenger transportation in Satory
7.5.3. Autonomous vehicle background, incentives and experimentation
7.6. DISCUSSION AND CONCLUSION
8. BUSINESS MODEL DYNAMICS OF THE INNOVATION ECOSYSTEM
8.1. INTRODUCTION
8.2. CHARACTERISTICS AND CHALLENGES OF AN INNOVATION ECOSYSTEM
8.3. SYNOPSIS OF PROCESS
8.4. FINDINGS AND RESULTS
8.4.1. Monitoring value creation and value capture
8.4.2. Shifting from an innovation ecosystem
8.5. CONCLUSION
9. DISCUSSION AND CONCLUSIONS
9.1. THEORETICAL CONTRIBUTIONS
9.1.1. A conceptual framework for the business model of a public private ecosystem
9.1.2. An entrepreneurial approach for the business model innovation
9.1.3. New management tool for business model of public private ecosystems
9.1.4. New insights for business model dynamics
9.2. MANAGERIAL IMPLICATIONS
9.2.1. Practical outcomes of the action research for the project
9.2.2. Insights for managers regarding evolutions in automotive and transportation industries
PART IV : SYNTHESE EN FRANÇAIS
INTRODUCTION
CONTEXTE DE LA RECHERCHE
PROBLEMATIQUE
REVUE DE LITTERATURE
METHODOLOGIE
DESCRIPTION DU CAS
RESULTATS
CONCLUSIONS
ANNEXES
SEMI-STRUCTURED INTERVIEWS
TRANSPORT SURVEY
REFERENCES