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Operationalizing Collaborative Business Models: A Practitioner Capabilities Lens

Coombes, Philip ORCID: https://orcid.org/0000-0002-1174-5652 (2023) Operationalizing Collaborative Business Models: A Practitioner Capabilities Lens. Journal of Business Models, 11 (2). pp. 25-31.

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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
Status: Published
DOI: https://doi.org/10.54337/jbm.v11i2.7475
Subjects: H Social Sciences > HF Commerce > HF5410 Marketing. Distribution of products
School/Department: York Business School
URI: https://ray.yorksj.ac.uk/id/eprint/7795

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