The digital transformation of industrial-age sectors changes product architectures and industry architectures, influencing how value is created and captured in emerging digital business ecosystems. In the industrial era, products were designed around modular architectures and complementary assets, and bottlenecks determined who profits from innovation. In the digital era, products emerge on a layered modular architecture, and profiting from innovation is shifting to those who own control points. Despite the centrality of the interplay between the product architecture and industry architecture for value creation and value capture in the digital age, the effects on competitiveness and industry dynamics remain unclear. To fill this void, we draw on the concept of control points, a novel lens to reflect bargaining positions on a layered modular architecture in digital business ecosystems. Based on a case study of 19 companies, industry associations, and consulting firms in the digital business ecosystem of smart farming, we identify strategic control points, technical control points, generic control points, and institutional boundaries as instrumental in determining value creation and value capture positions. We find that actors (i.e., incumbents, diversifying entrants, and new entrants) in emerging digital business ecosystems follow a seesaw pattern in setting control points and acquiring bargaining positions, and propose a framework that allows to analyze the dynamics within digital business ecosystems. Our study offers managerial implications for firms seeking to optimize their ecosystem strategy and policy makers to support the effective development of the institutional context.

中文翻译：

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数字商业生态系统出现时从创新中获利：控制点视角

工业时代行业的数字化转型改变了产品架构和行业架构，影响了新兴数字商业生态系统中价值的创造和获取方式。在工业时代，产品是围绕模块化架构和互补资产设计的，瓶颈决定了谁能从创新中获利。在数字时代，产品出现在分层模块化架构上，从创新中获利正在转向那些拥有控制点的人。尽管产品架构和行业架构之间的相互作用对于数字时代的价值创造和价值获取至关重要，但其对竞争力和行业动态的影响仍不清楚。为了填补这一空白，我们利用控制点的概念，这是一个新颖的镜头，可以反映数字业务生态系统中分层模块化架构的讨价还价立场。基于对智慧农业数字商业生态系统中 19 家公司、行业协会和咨询公司的案例研究，我们确定了战略控制点、技术控制点、通用控制点和制度边界，作为决定价值创造和价值获取的工具职位。我们发现，新兴数字商业生态系统中的参与者（即现有企业、多元化进入者和新进入者）在设置控制点和获取讨价还价地位方面遵循跷跷板模式，并提出了一个允许分析数字商业生态系统内动态的框架。我们的研究为寻求优化生态系统战略的公司和政策制定者提供了管理启示，以支持制度环境的有效发展。