Orchestration Theory of the Multinational Enterprise in Digital Platform and AI Ecosystems

Artificial intelligence and business model: a bibliometric analysis of strategic and entrepreneurial trends

Development of Metaspatial Business Collaborations as a New Form of Scaling Market Structures and Interactions

Despite the active development of theories on platform ecosystems, network organizations, and inter-firm interaction, the phenomenon of multidimensional market structures operating simultaneously in physical, digital, and cognitive spaces remains insufficiently explored in contemporary economic science. Existing conceptual approaches – transaction cost theory, the dynamic capabilities framework, and platform leadership – each address isolated aspects of emerging forms of market coordination, yet fail to provide an integrated theoretical understanding of these phenomena as an independent evolutionary construct. This research addresses precisely that gap by introducing and conceptualizing the notion of metaspatial business collaboration as a new stage in the evolution of market structures. The aim of the study is to provide a theoretical substantiation of the conception of metaspatial business collaborations (MBCs), to develop a model of evolutionary stages in the transformation of market structures, and to propose a mechanism for scaling market interactions based on MBCs within the context of the digital economy. The methodological foundation of the study rests on a conceptual-analytical approach combining a systematic review of scientific literature, comparative analysis of inter-firm interaction forms, and systems modeling. The theoretical synthesis draws on both classical and contemporary economic theories, including transaction cost theory, dynamic capabilities, network organizations, and platform ecosystems. Empirical verification of selected propositions is grounded in the analysis of global market forecasts for the development of the metaverse and platform technologies. The concept of "metaspatial business collaboration" is introduced and substantiated as a multilevel system of interaction among market actors operating simultaneously in the physical, digital, and cognitive spaces of the market, characterized by polycentric governance, distributed value architecture, adaptive coordination, and platform orchestration. A five-stage evolutionary model of market structure transformation – from the atomistic to the metaspatial stage – is developed, demonstrating the systemic logic of increasing complexity in market interaction forms and the expansion of their spatial and temporal parameters. A three-dimensional mechanism for scaling market interactions based on MBCs is proposed, encompassing the horizontal dimension (reaching new market segments), the vertical dimension (deepening value creation chains), and the temporal dimension (accelerating innovation cycles). Five groups of MBC efficiency factors are systematized: architectural, managerial, cognitive, technological, and market-related. The scientific novelty of the study lies in the introduction of the concept of "metaspatial business collaboration" into academic discourse, the development of an original evolutionary model of market structures, and a three-dimensional scaling mechanism that synthesizes the propositions of leading economic theories at a qualitatively higher level of generalization. Unlike existing approaches, the proposed conception incorporates cognitive space as an equal and independent dimension of market interaction, and substantiates the mechanism of endogenous MBC growth through self-reinforcing network effects. The practical value of the research findings is determined by their applicability for enterprises in designing and evaluating metaspatial collaborations, as well as for public policy authorities in shaping digital transformation and economic reconstruction strategies. For Ukraine, MBCs represent a promising instrument for resource consolidation in priority sectors – agrotechnologies, IT services, renewable energy, and defense technologies – in the context of European integration and postwar recovery.

The Empowering Mechanisms and Challenges of Generative AI for Business Management Innovation: An Integrative Conceptual Review

This paper systematically reviews the technological evolution and core capability characteristics of GAI and reveals the micro‑mechanisms by which GAI enables management innovation across three dimensions: knowledge recombination and abductive reasoning, simulation and counterfactual reasoning, and dynamic resource orchestration.

Business Model Innovation in SMEs through Horizontal Coopetition: A Resource Orchestration Perspective

Horizontal coopetition—the collaboration between direct competitors operating at the same market level—has increasingly emerged as a critical interorganizational strategy for enabling digital coopetition and business model innovation in small and medium-sized enterprises (SMEs). Although prior research has examined the relationships between horizontal coopetition, digital coopetition, governance, and business model innovation, limited attention has been devoted to explaining the resource orchestration mechanisms through which these relationships create value and enhance innovation performance. This article addresses this gap by mobilising Resource Orchestration Theory (ROT; Sirmon et al., 2011). It argues that horizontal coopetition provides access to complementary resources, but these resources generate value only when they are effectively orchestrated—structured, bundled, and leveraged—through digital coopetition within governance arrangements comprising legal, transactional, and relational mechanisms that coordinate interfirm collaboration. The empirical analysis relies on secondary data collected from 143 French industrial SME clusters, with particular attention to the Vallée de l'Arve, and employs partial least squares structural equation modelling (PLS-SEM) using XLSTAT. The findings demonstrate substantial explanatory power and confirm the complementary roles of horizontal coopetition, digital coopetition, and governance in enhancing business model innovation performance. By conceptualising digital coopetition as the mechanism through which complementary resources are orchestrated in competitive relationships, this study extends Resource Orchestration Theory beyond intra-organisational resource deployment to interorganizational competitive settings. It also opens promising avenues for future research by encouraging further investigation into the breadth and depth of digitalisation as orchestration mechanisms and the cognitive antecedents of coopetition, including managers' coopetition readiness and Coopetitive mindset.

The Intrinsic Logic and Implementation Paths of Computing Infrastructure Driving the Integration of Digital and Real Economies

Exploring the Mechanism for Value Cocreation Ecosystem of Industrial Internet Platforms: A System Dynamics Approach

Industrial internet platforms (IIPs) are pivotal to manufacturing transformation, yet their value cocreation dynamics remain underexplored. This study bridges this gap by developing a multitheoretical evolutionary framework and employing a rigorous mixed-methods approach, integrating empirical data from Chinese firms with system dynamics simulation. The model’s robustness was ensured through comprehensive validation, including extreme-condition tests, historical data fitting, sensitivity analysis, and strategy simulation. Findings reveal IIP value cocreation as a complex adaptive system, driven by three core factors—platform affordance, resource synergy, and actor-network governance—that interact via chain feedback loops, with their dominance shifting sequentially across the ecosystem lifecycle. Furthermore, multiscenario simulations demonstrate that the innovation-driven ecosystem, supported by collaborative governance, achieves superior long-term value creation compared to the market-driven and robust ecosystem, despite initial tradeoffs. This demonstrates that sustainable competitiveness is rooted in governance structures designed to continuously stimulate and fairly distribute innovative value. The research provides a validated theoretical foundation for strategic adaptation, offering insights for platform managers and policymakers in fostering resilient innovation ecosystems.