Integrating Business Ecosystems and Social Networks: A Case Study on Sustainable Transitions

Thiago Felippe Ribeiro (), Roberto Nogueira and Paula Chimenti
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Thiago Felippe Ribeiro: COPPEAD Graduate School of Business, Federal University of Rio de Janeiro, Cidade Universitária, Rio de Janeiro 21941-918, Brazil
Roberto Nogueira: COPPEAD Graduate School of Business, Federal University of Rio de Janeiro, Cidade Universitária, Rio de Janeiro 21941-918, Brazil
Paula Chimenti: COPPEAD Graduate School of Business, Federal University of Rio de Janeiro, Cidade Universitária, Rio de Janeiro 21941-918, Brazil

Sustainability, 2024, vol. 16, issue 24, 1-33

Abstract: This paper critically reviews the convergence between Business Ecosystem Theory and Social Network Theory in sustainability studies. While both frameworks view organizations as part of larger, interconnected systems, they can be differentiated by six key dimensions: unit of analysis, focus, decomposability, types of relationships, market segment, and worldview. To better reflect real-world phenomena, this paper argues for a new stream of theoretical convergence that is practical, reliable, generalizable, and reproducible. Specifically, it proposes shifting from interorganizational networks to interfunctional networks, offering a clearer theoretical framework, reducing strategic bias and complexity, enhancing stability over time, and providing a more objective foundation for diversification strategies. This is illustrated through a case study of Tesla Inc., built from secondary data, which serves as an example of the emergence of a new strategic construct named the Business Ecosystem Footprint. This construct could assist managers in understanding where their organization stands within the network of functions, guiding them in making informed decisions about resource allocation and diversification aimed at supporting financial goals as well as sustainability and decarbonization objectives. The article concludes by suggesting potential research agendas, such as automating ecosystem mapping, exploring constraints of the new construct, and testing hypotheses related to firm performance.

Keywords: energy transition; business ecosystem footprint; business ecosystem theory; social network theory; interfunctional networks (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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