Abstract
Information services based on the Internet of Things (IoT) help to integrate information and material flows and to optimize supply chain management (SCM). However, the design, implementation and operation of such services require strong cooperations between different types of company. Firms that are actively involved in SCM, such as logistics service providers, have to set up their own ecosystem in order to realize and run such services. Following this line of thinking, the aim of this paper is to support logistics companies with recommendations for the design of their own IoT ecosystem and the realization of IoT services. The grounded theory methodology is used to develop a theoretical IoT ecosystem model. A model with 19 different roles, their relationships and value contributions emerged during the research process. Our findings help companies to understand the implementation of IoT services, to find the right partners with which to cooperate, and to establish their own ecosystem.
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Appendices
Appendices
Appendix 1
Appendix 2: Initial interview guideline
Please think about your experiences in the IoT. Please describe your experiences concerning the implementation of an IoT solution.
What (company) roles do you see regarding the realization of IoT services?
Questions for each role:
How important is this role?
What are the detailed tasks of this role?
How would you characterize this role?
What business relationships does this role have with other players? What kind of business relationships?
What is the business strategy (business model) of this role?
Can you provide an example of this role?
Opportunity for comments and further information or questions.
Appendix 3
Appendix 4: Axial coding example
Appendix 4 presents an axial coding example of the phenomenon solution integrator with implementation and financial responsibility. The second column shows categories from open coding related to the parts of the paradigmatic scheme. That means, starting from the causal condition of the implementation of an IoT service with a business model, a solution integrator bears implementation and financial responsibility (phenomenon). This responsibility, the context and the intervening conditions are leading to the strategy (acquisition of extensive financial support). This strategy, finally, leads to a cooperation with a financial intermediary (consequences). Additionally, the third column shows the respective opposite values of the categories from open coding.
Parts of the paradigmatic scheme | Open coding/categories | Opposite values of open coding/categories |
Causal condition | IoT service with business model | Prototype of an IoT service |
Phenomenon | Solution integrator with implementation and financial responsibility | Solution integrator with limited implementation and financial responsibility |
Context | High integration expenditure | Low integration expenditure |
Intervening conditions | Limited financial capabilities of logistics companies (LSP); definition of a promising business model | Limited financial capabilities of logistics companies (LSP); no business model for prototype |
Strategies | Acquisition of extensive financial support | Acquisition of medium financial support |
Consequences | Cooperation with a financial intermediary, especially banks or venture capitalists | Cooperation with a financial intermediary, especially public funding institutions |
Appendix 5
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Papert, M., Pflaum, A. Development of an Ecosystem Model for the Realization of Internet of Things (IoT) Services in Supply Chain Management. Electron Markets 27, 175–189 (2017). https://doi.org/10.1007/s12525-017-0251-8
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DOI: https://doi.org/10.1007/s12525-017-0251-8