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Technology and software-based service development is increasingly important in business or innovation ecosystems. This paper describes an evolution of such an ecosystem as part of a four-year collaboration with several companies and a research organization. Research was conducted on the ecosystem's functions, from the perspective of managing its members' innovation activities and changing roles. We discuss the methods and tools for supporting and facilitating service innovation activities in the ecosystem formation. We conclude that innovation ecosystems benefit from the aid of research organization and the tools and methods they can bring to help the evolution of the ecosystem.

Previous research has increased our understanding of digital transformation (DT) and digital business ecosystems as independent topics. Less is known about how DT unfolds in digital business ecosystems. Such collaborative creation of digital innovations is affected by individual actors and by ecosystem as a whole. Based on an empirical case study of an ecosystem facilitator company and its digital business ecosystems as embedded cases, this paper contributes to the understanding of key success factors in new digital business ecosystems. The findings support collaborative governance as an important tool in leading the DT among multiple partners. Moreover, the findings present the concept of a common rulebook, including the practices, principles, guidelines, tools, handshakes, and boundaries, as an enabler for ways of working in an ecosystem. Managers can use this paper to increase their understanding on the governance of digital business ecosystems and to clarify their organisational expectations when participating in joint endeavours involving DT.

Innovation of products and services is a key success factor for the manufacturing industry. Development of upgraded and innovative products and services usually takes place in partnerships. In this regard, in the manufacturing industry, original equipment manufacturers (OEMs) distribute the development of new and innovative products to many different locations in various countries across the world. Suppliers, especially first-tier suppliers (FTSs), are then involved in the development of new products and services based on strategic firm-specific competences. The OEM–supplier relationship is characterized by a sequential interaction whereby OEMs specify product and production requirements to the suppliers and the suppliers then produce and deliver products or services to OEMs. Tight collaboration between FTSs and OEMs is essential to reduce costs and risks, anticipate potential downstream errors and enable fruitful implementation of FTSs’ knowledge and competencies. The paper presents recent developments in the OEM–FTS supply chain management with particular emphasis on the design of shared platforms which emerge as ecosystems on the basis of the joint organizational learning and stakeholder management. Development of such ecosystems could be viewed as a transdisciplinary process, combining expertise from various fields ranging from engineering, especially IT engineering, to management, especially supply chain, strategic and knowledge management.

We are witnessing the digital transformation of businesses has spread across products or services, processes, and deliveries. New business models that take advantage of the digitation process are growing fast and digital platforms spring up in many parts of the world. As digital platforms rely on collaborative actors, viewing a digital firm in isolation may not be appropriate. As such, considering a digital platform in its two-sided network business ecosystem is more suitable to get the big picture of the platform and then analyze how the platform interacts with its surroundings in the ecosystem to keep the balance and expand. The purpose of this paper is to construct a model to map and analyse digital business ecosystem. The paper discusses some theories that are incorporated for the construction of the model and step-by-step how the model is developed. The paper uses as a case to demonstrate how the model works in mapping and analysing a digital business ecosystem of a two-sided market