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Building the Value Proposition of a Digital Innovation Hub Network to Support Ecosystem Sustainability

Author

Listed:
  • Claudio Sassanelli

    (Department of Mechanics, Mathematics and Management, Politecnico di Bari, Via Orabona 4, 70125 Bari, Italy)

  • Sergio Terzi

    (Department of Management, Economics and Industrial Engineering, Politecnico di Milano, Piazza Leonardo da Vinci 32, 20133 Milan, Italy)

Abstract

Digital Innovation Hubs (DIHs) play a key role in bolstering European companies to overwhelm innovation barriers and drive Europe as the world’s primary leader in the Industry 4.0 digital revolution; they are one-stop-shop ecosystems able to provide four main functionalities (test before investing, support to find investments, innovation ecosystems, and networking, skills and training). Even if a surge in their diffusion has been registered, their sustainability is still far from being well defined in a structured way. Several approaches and methods are available from literature to ground the sustainability plan of companies’ business. Among them, the first activity to be addressed is the value proposition (VP) analysis, and the most diffused approach is the Value Proposition Canvas (VPC); this paper proposes the application of the VPC (jointly used with other methods from the VP literature) to build the VP of the HUBCAP network (supporting European small and medium-sized enterprises in the adoption of model-based design methods and tools to support cyber-physical system technologies) per each of its four main customer segments (DIHs, academic partners and research and technology organizations, technology/tool providers and technology/tool users). Results highlight the need to characterize the analysis per each of these customers, open up new opportunities to build a structured business model of the network, and constitute a basis for assessing the potential synergies with similar DIH networks. The method proposed can be applied to any other DIH or network of DIH to define their specific VP, ground the strategy to reach their sustainability, and trigger collaborations with each of the four customer segments considered in the analysis.

Suggested Citation

  • Claudio Sassanelli & Sergio Terzi, 2022. "Building the Value Proposition of a Digital Innovation Hub Network to Support Ecosystem Sustainability," Sustainability, MDPI, vol. 14(18), pages 1-14, September.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:18:p:11159-:d:908210
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    References listed on IDEAS

    as
    1. Claudio Sassanelli & Sergio Terzi, 2022. "The D-BEST Reference Model: A Flexible and Sustainable Support for the Digital Transformation of Small and Medium Enterprises," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 23(3), pages 345-370, September.
    2. Brice Dattée & Oliver Alexy & Erkko Autio, 2018. "Maneuvering in Poor Visibility : How Firms Play the Ecosystem Game when Uncertainty is High," Post-Print hal-02276702, HAL.
    3. Dedehayir, Ozgur & Mäkinen, Saku J. & Roland Ortt, J., 2018. "Roles during innovation ecosystem genesis: A literature review," Technological Forecasting and Social Change, Elsevier, vol. 136(C), pages 18-29.
    4. Michail Tsangas & Mejdi Jeguirim & Lionel Limousy & Antonis Zorpas, 2019. "The Application of Analytical Hierarchy Process in Combination with PESTEL-SWOT Analysis to Assess the Hydrocarbons Sector in Cyprus," Energies, MDPI, vol. 12(5), pages 1-17, February.
    5. Brice Dattée & Oliver Alexy & Erkko Autio, 2018. "Maneuvering in Poor Visibility : How Firms Play the Ecosystem Game when Uncertainty is High," Post-Print hal-02312003, HAL.
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    Cited by:

    1. Chenglei Xu & Shuxin Zhu & Boru Yang & Bin Miao & Yi Duan, 2023. "A Review of Policy Framework Research on Promoting Sustainable Transformation of Digital Innovation," Sustainability, MDPI, vol. 15(9), pages 1-26, April.

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