Table 2 Evolution of episodes in the... | Emerald Publishing

Table 2

Evolution of episodes in the BusIntel project and data cues

Episode	Description	Cues in BusIntel project
1. Ecosystem inception	Informal relationships and an optimistic attitude among actors characterize this episode. The initial group of actors emerged from a few like-minded senior staff with a shared vision of improving communication and coordination within their partnership network. This episode represents positively valenced dwelling. Simultaneously, the review board warns of negative aspects and challenges ahead (typically depicting negatively valenced dwelling), which nevertheless is disregarded by personnel	“Yes, it emerged spontaneously between an eager person and our chief, together with another party. Well, then we’re going to make this a success.” [Senior manager logistics, ArCo 1] “‘The industry cannot be trusted,’ I heard around me. As if we, as ArCo ourselves, were always a trustworthy partner. Thus, we decided to work on trust. First the contacts, then the contracts. All lawyers were not happy, but it worked.” [Executive, ArCo 3] “Yes, and in that way, it all started. It kind of grew organically. It wasn’t a preconceived plan.” [Senior manager logistics, ArCo 1] Warning of negative aspects: “Sharing information across chains, especially commonalities, is one of the project’s intentions. However, this can only be done if it involves information that may be shared according to relevant laws and regulations.” [Director and senior account manager, SerPro 1]
2. Ecosystem mobilized through the project	The initial ecosystem group connects with a broader set of actors. The ambition of the ecosystem is delineated in a project plan, and formal relations within the ecosystem are developed and established. Although the journey only started and the path to success is still uncertain, the actors are optimistic. This episode depicts a transition from (positively valenced) dwelling to building	“It is agreed to jointly draft a statement announcing the start of this project. This will include why these companies are at the table.” [Col 1] “The intention is shared to commence the project with the premise that the services to be developed can be scaled up later. This is to avoid a situation where post-project there is a working concept, but no thought has been given to the preconditions for embedding this concept in existing business operations.” [Project leader, ArCo 2]
3. Ecosystem bears early negative awareness	First observations of negative thoughts and reasoning arise as it becomes obvious partaking in the ecosystem immanently entails disadvantages and unforeseen consequences. Furthermore, discrepancies in worldviews and expectations come to the surface. For example, regarding reciprocal information sharing: receiving information from other actors provides new insights, while sharing information with others may be simultaneously uncomfortable and conflict with own interests. This episode represents negatively valenced building	“Everybody was in there out of self-interest.” [Project leader, ArCo 2] “Quite frankly, the BusIntel project participants only participated so that each could be a discussion partner with ArCo. For them, it was a means of obtaining information. That BusIntel was used for other purposes was taken for granted.” [Senior manager logistics, ArCo 1] “Initially, I had the idea that it was a very nice and ambitious project, especially for becoming efficient throughout the supply chain. However, we very quickly ran into irreconcilability, especially with the industry.” [Senior manager logistics, ArCo 1]
4. Ecosystem engagement reverts to self-interest	Over time, individual organizational actors wonder whether (engagement in) the ecosystem results in what they hoped for; is it going to realize their own goals? Actors seem to have a closed and self-centered mindset, and there is a reluctance to share information collectively. This hampers resource integration and value co-creation, ultimately withstanding the ecosystem to flourish. This episode predominantly illustrates negatively valenced building	“ … The partners were cooperating in one project, were competitors on another chessboard … Yes, complicated. … you were some sort of cartel-like construct.” [Senior manager logistics, ArCo 1] “Contacts between different partners in the project were under a magnifying glass at the board level. Afraid of being accused of cartelization.” [Senior manager logistics, ArCo 1] “One that wants to – and can – deliver everything [information]. Well, ArCo was open to everything. Other parties happily received it, of course. But the game at play, did we really have the same dot on the horizon? So to speak, yes, but in practice, you simply can conclude it was not the case.” [Director systems, ArCo 4] “At some point, the other project, which was really a big fish, popped up. I heard everyone thinking: “what for God’s sake are we doing here? Soon we miss that one!”’ [Director systems, ArCo 4]
5. Ecosystem dissolves	The level of activity fades away; non-progress and the problem of minimal outputs linger on. Consequently, the future of the ecosystem is openly discussed. The disengagement of several vital members accelerates the dissolvement of the project and thereby the ecosystem viability as a whole. This episode manifests in negatively valenced dwelling	“The project has died a silent death … It all slowly passed by. I don’t even know all details of how the project stopped. … and if you look back, did we really learn something from it? No, in my view not.” [Director systems, ArCo 4] “The return was limited when you compare the result to the hours spent. … Did the steering committee even function as a steering committee?” [Senior manager, PLCo] “And then, at some point when the other project [referred to as TendProject] became prominent. Yes, then BusIntel fell apart like a sheet of loose sand.” [Senior manager logistics, ArCo 1]
6. Ecosystem traces persist	In retrospect, the project did not yield ecosystem results that were promised and expected. Limited willingness and capability to openly share information and the differences in worldviews and institutional arrangements prevented the ecosystem from thriving. Still, some business relationships emerged, which continued with success and resulted in spin-offs. New insights such as awareness of the complexity of bright and dark sides of service ecosystems strengthen the organizations. This episode entails positively valenced dwelling	“Through this project, however, it became crystal clear that transparency in the ecosystem depends especially on mutual trust, dependence, the type of contract and legal provisions and a solid cooperative mindset.” [Director systems, ArCo 4] “So yes, RNBCo continued to collaborate with VHBCo and succeeded in building a business relationship, even fixed in contracts. It was not the intention, but ok, they got to know each other and knew what they wanted.” [Senior manager logistics, ArCo 1]

Episode	Description	Cues in BusIntel project
1. Ecosystem inception	Informal relationships and an optimistic attitude among actors characterize this episode. The initial group of actors emerged from a few like-minded senior staff with a shared vision of improving communication and coordination within their partnership network. This episode represents positively valenced dwelling. Simultaneously, the review board warns of negative aspects and challenges ahead (typically depicting negatively valenced dwelling), which nevertheless is disregarded by personnel	“Yes, it emerged spontaneously between an eager person and our chief, together with another party. Well, then we’re going to make this a success.” [Senior manager logistics, ArCo 1] “‘The industry cannot be trusted,’ I heard around me. As if we, as ArCo ourselves, were always a trustworthy partner. Thus, we decided to work on trust. First the contacts, then the contracts. All lawyers were not happy, but it worked.” [Executive, ArCo 3] “Yes, and in that way, it all started. It kind of grew organically. It wasn’t a preconceived plan.” [Senior manager logistics, ArCo 1] Warning of negative aspects: “Sharing information across chains, especially commonalities, is one of the project’s intentions. However, this can only be done if it involves information that may be shared according to relevant laws and regulations.” [Director and senior account manager, SerPro 1]
2. Ecosystem mobilized through the project	The initial ecosystem group connects with a broader set of actors. The ambition of the ecosystem is delineated in a project plan, and formal relations within the ecosystem are developed and established. Although the journey only started and the path to success is still uncertain, the actors are optimistic. This episode depicts a transition from (positively valenced) dwelling to building	“It is agreed to jointly draft a statement announcing the start of this project. This will include why these companies are at the table.” [Col 1] “The intention is shared to commence the project with the premise that the services to be developed can be scaled up later. This is to avoid a situation where post-project there is a working concept, but no thought has been given to the preconditions for embedding this concept in existing business operations.” [Project leader, ArCo 2]
3. Ecosystem bears early negative awareness	First observations of negative thoughts and reasoning arise as it becomes obvious partaking in the ecosystem immanently entails disadvantages and unforeseen consequences. Furthermore, discrepancies in worldviews and expectations come to the surface. For example, regarding reciprocal information sharing: receiving information from other actors provides new insights, while sharing information with others may be simultaneously uncomfortable and conflict with own interests. This episode represents negatively valenced building	“Everybody was in there out of self-interest.” [Project leader, ArCo 2] “Quite frankly, the BusIntel project participants only participated so that each could be a discussion partner with ArCo. For them, it was a means of obtaining information. That BusIntel was used for other purposes was taken for granted.” [Senior manager logistics, ArCo 1] “Initially, I had the idea that it was a very nice and ambitious project, especially for becoming efficient throughout the supply chain. However, we very quickly ran into irreconcilability, especially with the industry.” [Senior manager logistics, ArCo 1]
4. Ecosystem engagement reverts to self-interest	Over time, individual organizational actors wonder whether (engagement in) the ecosystem results in what they hoped for; is it going to realize their own goals? Actors seem to have a closed and self-centered mindset, and there is a reluctance to share information collectively. This hampers resource integration and value co-creation, ultimately withstanding the ecosystem to flourish. This episode predominantly illustrates negatively valenced building	“ … The partners were cooperating in one project, were competitors on another chessboard … Yes, complicated. … you were some sort of cartel-like construct.” [Senior manager logistics, ArCo 1] “Contacts between different partners in the project were under a magnifying glass at the board level. Afraid of being accused of cartelization.” [Senior manager logistics, ArCo 1] “One that wants to – and can – deliver everything [information]. Well, ArCo was open to everything. Other parties happily received it, of course. But the game at play, did we really have the same dot on the horizon? So to speak, yes, but in practice, you simply can conclude it was not the case.” [Director systems, ArCo 4] “At some point, the other project, which was really a big fish, popped up. I heard everyone thinking: “what for God’s sake are we doing here? Soon we miss that one!”’ [Director systems, ArCo 4]
5. Ecosystem dissolves	The level of activity fades away; non-progress and the problem of minimal outputs linger on. Consequently, the future of the ecosystem is openly discussed. The disengagement of several vital members accelerates the dissolvement of the project and thereby the ecosystem viability as a whole. This episode manifests in negatively valenced dwelling	“The project has died a silent death … It all slowly passed by. I don’t even know all details of how the project stopped. … and if you look back, did we really learn something from it? No, in my view not.” [Director systems, ArCo 4] “The return was limited when you compare the result to the hours spent. … Did the steering committee even function as a steering committee?” [Senior manager, PLCo] “And then, at some point when the other project [referred to as TendProject] became prominent. Yes, then BusIntel fell apart like a sheet of loose sand.” [Senior manager logistics, ArCo 1]
6. Ecosystem traces persist	In retrospect, the project did not yield ecosystem results that were promised and expected. Limited willingness and capability to openly share information and the differences in worldviews and institutional arrangements prevented the ecosystem from thriving. Still, some business relationships emerged, which continued with success and resulted in spin-offs. New insights such as awareness of the complexity of bright and dark sides of service ecosystems strengthen the organizations. This episode entails positively valenced dwelling	“Through this project, however, it became crystal clear that transparency in the ecosystem depends especially on mutual trust, dependence, the type of contract and legal provisions and a solid cooperative mindset.” [Director systems, ArCo 4] “So yes, RNBCo continued to collaborate with VHBCo and succeeded in building a business relationship, even fixed in contracts. It was not the intention, but ok, they got to know each other and knew what they wanted.” [Senior manager logistics, ArCo 1]

Source(s): Authors’ own work