Single organizations encounter intricate challenges in meeting the UN’s Sustainable Development Goals (SDGs) on their own and thus are increasingly concerned with forming ecosystems. This is also the case in the e-commerce domain. It is assumed that particularly focal actors of such ecosystems have the power to foster initiatives towards more sustainability. We conducted an embedded multi-case study with 135 initiatives collected from three types of e-commerce ecosystems to uncover what sustainability goals are addressed by different ecosystem participants. This paper’s analysis explores (1) what sustainability initiatives are reported from focal actors and differences depending on a specific type of ecosystem, (2) dependencies between SDGs within the initiatives, and (3) the degree of involvement of other ecosystem actors and how they contribute to certain SDGs. Our work synthesizes existing initiatives towards sustainable development to give orientation and impulses for practice and academia as well as outlines avenues for future research at the intersection of ecosystems and sustainability.

Platform-based ecosystems dominate e-commerce, generating value through participant growth and resulting network effects. However, research has lacked any conceptualization of value creation in e-commerce ecosystems. This paper fills this gap by providing a theoretically grounded and empirically validated conceptualization of value creation and exchange, including roles, value creation activities, and value flows among participants. The model integrates insights from a systematic literature review and a multi-case study of ten leading e-commerce ecosystems. Furthermore, an extension to the e3-value notation is proposed by introducing ecosystem segments, allowing for a higher level of abstraction of meta-roles and individual ecosystem participants.

Collaboration and value co-creation are important drivers of the continuous growth of e-commerce, which is expected to reach US \$6.4 trillion in 2024 despite current global crises. Only a few transaction platforms currently dominate e-commerce (eg., Amazon, Walmart), but other participants are likely to join these platforms’ ecosystems. Third-party developers can provide extensions to these ecosystems to enhance the platforms’ functionality, but third-party developers’ role in e-commerce ecosystems’ success and generativity remains underexamined in academia. The present study scrutinizes the efficacy of boundary resources in attracting and managing third-party developers in e-commerce ecosystems. This investigation is predicated upon qualitative data gathered through interviews with 14 domain experts. The insights derived from these interviews have culminated in the formulation of seven design principles. These design principles are envisaged to serve as a guiding framework for owners of innovation and transaction platforms within the e-commerce sphere, facilitating the strategic deployment of boundary resources. It is anticipated that collaboration, value creation, and the overall generative capacity as well as the success of e-commerce ecosystems shall be considerably enhanced.