A Survey of Modeling Approaches for Software Ecosystems
Software ecosystems is one promising strategy for organizations to find new market segments, new innovative value propositions creating new value streams. However, understanding internal and external actors, resources and relationships that could be lever
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Abstract. Software ecosystems is one promising strategy for organizations to find new market segments, new innovative value propositions creating new value streams. However, understanding internal and external actors, resources and relationships that could be leveraged in a SECO is critical for their strategic decisions. The consequence of mistakes may be costly failures that can force an organization to move out of a market. This paper describes a systematic mapping study that targets description of software ecosystems. Our conjecture is that adequate description support leads to modeling, which will improve information and in turn strategic decisions. The survey searches existing literature for description techniques and their application for comprehensive description. The study identifies and maps 63 primary studies out of 937 candidates according to their degree of modeling support and several other important aspects for SECO description. The analysis indicates that no approach fully supports comprehensive SECO descriptions, supporting domain specific and view specific modeling of ecosystem concerns. The analysis is used to highlight areas for a future research agenda. Keywords: Software ecosystems View
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Introduction
Recent technology development has triggered strategy development for how companies collaborate with end users, partners, and other stakeholders on their markets. For software intensive systems, organizations apply strategies that define Software Ecosystems (SECO). As a consequence SECOs have become a part of companies daily operations, peoples daily life, and thus it has attracted the interest of researchers [1]. SECOs have contributed to new and innovative value propositions for new and old customer segments creating new revenue streams for players active in a SECO. The importance of understanding the business landscape your organization is active in is emphasized in the business literature. Johnson et al. [2] describe business model comprehension as a critical success criterion for any business model innovation activities. Failures where organisations overshoot their targeted platform, partially or completely, could mean the demise of a product [3]. SECOs are encompassing far c Springer International Publishing Switzerland 2016 A. Maglyas and A.-L. Lamprecht (Eds.): ICSOB 2016, LNBIP 240, pp. 79–93, 2016. DOI: 10.1007/978-3-319-40515-5 6
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O. Pettersson and J. Andersson
more than a business model and a software platform with its APIs. Full comprehension of a SECO requires understanding of many more dimensions [4]. These dimensions are arguably well understood when they are contained within one organisation [5], but when they are cross-cutting multiple organizations, comprehension is a much more complex endeavor. Risk management is critical from a business perspective, that is first identifying risks and then understand the consequences. For example, before deciding to open up a platform and set up a SECO that involves external parties, all consequences s
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