Operationalizing collaborative business models: A practitioner capabilities lens

COOMBES, Philip (2023). Operationalizing collaborative business models: A practitioner capabilities lens. Journal of Business Models, 11 (2), 25-31.

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Abstract

This paper offers insight into the boundary-spanning practitioners and the operationalization of their capabilities that are critical to sustainable value co-creation, delivery, and capture within collaborative business models. Few empirical studies have focused on the concept of collaborative business models - those business models in which value is co-created, delivered, and captured between practitioners outside the boundaries of a single firm - and research into the dynamic/ordinary capabilities of their boundary-spanning practitioners appears neglected. The study is centered on three firms that form a solutions collaborative (public-private) business model. A case study methodology is deployed to examine the firms as three embedded units of analysis. The data sources consist of semi-structured interviews supplemented by archives of publications. The findings advance understanding of practitioner dynamic/ordinary capabilities in solutions collaborative business models that are critical to support value co-creation, delivery, and capture.

Item Type:	Article
Uncontrolled Keywords:	0806 Information Systems; 1503 Business and Management; 3503 Business systems in context; 3507 Strategy, management and organisational behaviour
Identification Number:	https://doi.org/10.54337/jbm.v11i2.7475
Page Range:	25-31
SWORD Depositor:	Symplectic Elements
Depositing User:	Symplectic Elements
Date Deposited:	11 Jan 2024 10:34
Last Modified:	12 Jan 2024 11:29
URI:	https://shura.shu.ac.uk/id/eprint/32970

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