Introduction
Changes in the global economy determine the new logic of understanding concepts that fall within the scope of management science. This is related, among others, to the emergence of new rules, not only in the area of theory but business practices as well. The creation of new spaces opens the way to new thinking, innovative reasoning and synthesising creative and entrepreneurial solutions. This results in the need for interdisciplinary modelling towards the emergence of new trends and directions in management. These trends depict a real picture of management science and become a source of reflection for scientists and managers, which generates new values, perspectives and ideas. The concept of business models, which have been developed in theory and practice for almost two decades, is helpful in the context of new ideas for creating value in the market. Ideological solutions which are relevant to the modern world are operationalised by means of business models. A new picture of economics is being created, whereby its earlier assumptions in many cases fell apart, building a path by which to create its new meanings.
The Internet undoubtedly shapes the new reality of business as well as the sphere of everyday life, building new opportunities for societies and individuals who have been excluded so far. It has a social dimension, whereby solutions built into IT platforms operated from the level of mobile applications are available to most citizens. Such business models supported by certain ideas generate the rapid growth of enterprises focused on exploiting their potential.
A holistic view of this issue should help identify these factors of digital business models and their functionality to create customer-friendly value propositions. Digitalisation is the use of digital technologies to change a business model and provide new revenue and value-producing opportunities; it is the process of moving to a digital business (Gardener Glossary, 2018).
Digitisation (i.e. the process of converting analogue data into digital data sets) is the framework for digitalisation, which is defined as the exploitation of digital opportunities. Digitalisation by means of combining different technologies (e.g. cloud technologies, sensors, Big Data, 3D printing) opens unforeseen possibilities and offers the potential to create radically new products, services and BM (Rachinger et al., 2018).
Industry 4.0 is being encouraged by the introduction of digital technologies that push the specialisation of the value chain and also connectivity between actors. Industry 4.0 heralds greater operational efficiency and the development of new products, services and business models (Martín-Peña, Díaz-Garrido, and Sánchez-López, 2018, pp. 91–99).
The purpose of this chapter is to explain the broad context of the theory of the digital economy and the design of contemporary digital business models, as well as transforming services previously provided by analogue formula and currently created by digital economy solutions. The technological perspective opens new opportunities for creating effective business models used to provide such values that could not be delivered without this technology. Ecosystems will survive thanks to the adaptive abilities and resilience of individuals and their interactions (Boschma, 2015, pp. 733–751). Digital business ecosystems are the new forms of value creation in networks in which digital infrastructure streamlines self-organisation mechanisms (Süße et al., 2017, pp. 25–46).
While evolutionary theory encompasses natural systems, digital ecosystems are artificial. Potential participants in shared digital business ecosystems must first establish mechanisms similar to natural ecosystems. They touch upon the dual role of digital technology as an accelerator of environmental turbulence and allow one to deal with complex, dynamic and rapidly changing environments (El-Sawy and Pereira, 2013, pp. 1–12). Briscoe defines the digital business ecosystem as “a distributed, adaptive, open socio-technical system with properties of self-organisation, scalability and sustainability inspired by natural ecosystems” (Briscoe, 2010, pp. 39–46).
Digital business ecosystems can be understood as a group of companies or organisations linked by a common interest in the well-being of digital technology in order to materialise them for their own product or service innovation (Selander, Henfridsson, and Svahn, 2013, pp. 183–197).
When summarising this issue, it is worth paying attention to the fact that the digital ecosystem is a specific, new and increasingly important business ecosystem. A digital business ecosystem is constructed when the “adoption of Internet-based technologies for business” is on such a level that “business services and the software components are supported by a pervasive software environment, which shows an evolutionary and self-organising behaviour” (Nachira, 2002, p. 23). In this chapter, it will be particularly important to describe the place and role of the digital business ecosystem in the process of digital transformation. This will also be related to the definition of a digital strategy embedded in the digital business ecosystem. The digital strategy described will be based mainly on intangible and digital resources.